The organization shall determine the boundaries and applicability of the environmental management system to establish its scope. When determining this scope, the organization shall consider: a) the external and internal issues referred to in 4.1; b) the compliance obligations referred to in 4.2; c) its organizational units, functions and physical boundaries; d) its activities, products and services; e) its authority and ability to exercise control and influence.
Once the scope is defined, all activities, products and services of the organization within that scope need to be included in the environmental management system. The scope shall be maintained as documented information and be available to interested parties.
As per Annex A (Guidance on the use of ISO 14001:2015 standard) of ISO 14001:2015 standard it further explains:
The scope of the environmental management system is intended to clarify the physical and organizational boundaries to which the environmental management system applies, especially if the organization is a part of a larger organization. An organization has the freedom and flexibility to define its boundaries. It may choose to implement this International Standard throughout the entireorganization, or only in (a) specific part(s) of the organization, as long as the top management for that (those) part(s) has authority to establish an environmental management system. In setting the scope, the credibility of the environmental management system depends upon the choice of organizational boundaries. The organization considers the extent of control or influence that it can exert over activities, products and services considering a life cycle perspective. Scoping should not be used to exclude activities, products, services, or facilities that have or can have significant environmental aspects, or to evade its compliance obligations. The scope is a factual and representative statement of the organization’s operations included within its environmental management system boundaries that should not mislead interested parties. Once the organization asserts it conforms to this International Standard, the requirement to make the scope statement available to interested parties applies.
1) Determining scope of Environmental management system
The scope of the Environmental Management System (EMS) defines the boundaries and applicability of the system within an organization. It specifies the range of activities, products, services, and geographic locations covered by the EMS and outlines the organization’s commitment to managing its environmental impacts and complying with relevant laws and regulations. The EMS scope is a clear and concise statement that communicates which aspects of the organization’s operations are included and excluded, ensuring that environmental objectives, targets, and management processes are appropriately directed toward mitigating environmental risks and improving environmental performance within defined limits. This scope statement serves as a foundational document guiding the organization’s environmental management efforts and should be reviewed and updated as necessary to reflect changes in organizational activities and priorities.Determining the scope of an Environmental Management System (EMS) is a crucial initial step in establishing an effective environmental management program within an organization. The scope defines the boundaries of the EMS and specifies which aspects of the organization’s operations, activities, and environmental impacts are included. Here’s how an organization can determine the scope of its EMS:
Understand Organizational Goals and Commitments: Begin by understanding the organization’s environmental goals and commitments. This may include compliance with environmental regulations, reducing carbon emissions, conserving resources, or improving environmental performance.
Identify Organizational Boundaries: Clearly define the organizational boundaries. Determine which facilities, departments, subsidiaries, or operations are included in the scope of the EMS.
Identify Environmental Aspects: Conduct an environmental aspect assessment to identify and evaluate the significant environmental aspects associated with the organization’s activities, products, and services. Aspects could include energy consumption, water use, waste generation, emissions, and more.
Determine Legal and Regulatory Requirements: Understand the environmental laws, regulations, and permits that apply to the organization’s operations. Ensure that the EMS scope encompasses compliance with these requirements.
Consider Stakeholder Interests: Take into account the interests and concerns of stakeholders, including customers, employees, investors, regulatory agencies, and local communities. Addressing stakeholder expectations can help define the EMS scope.
Set Environmental Objectives and Targets: Establish specific environmental objectives and targets that align with the organization’s environmental policy. The scope should encompass activities related to achieving these objectives.
Evaluate Risks and Opportunities: Assess the environmental risks and opportunities associated with the organization’s operations. The scope should include activities aimed at mitigating risks and capitalizing on opportunities.
Consider Product and Service Life-cycle: If relevant, consider the entire life-cycle of the organization’s products or services, including design, manufacturing, distribution, use, and disposal. Ensure that the EMS scope covers environmental considerations throughout the life-cycle.
Document the Scope Statement: Create a clear and concise statement that defines the scope of the EMS. This statement should include:
A description of the organization’s activities, products, and services covered by the EMS.
The location of facilities and operations included.
The boundaries of the EMS, specifying what is and isn’t included.
Any relevant environmental aspects, legal requirements, and objectives.
Review and Approval: Present the scope statement to senior management for review and approval. It’s essential to have top-level commitment and support.
Communicate and Implement: Once approved, communicate the EMS scope to all relevant stakeholders and implement procedures and processes to address the identified aspects and objectives.
Monitor and Review: Regularly monitor and review the EMS to ensure that it remains aligned with the organization’s goals, changes in regulations, and evolving environmental aspects.
Periodic Review and Updates: Periodically revisit and update the EMS scope to reflect changes in the organization’s activities, objectives, and environmental performance.
Determining the scope of the EMS should be a collaborative process involving key stakeholders, including environmental, legal, and operational experts, to ensure it accurately represents the organization’s environmental responsibilities and commitments. It’s a dynamic process that may evolve as the organization’s goals and environmental priorities change over time.
2) The organization shall determine the boundaries and applicability of the environmental management system to establish its scope.
Determining the boundaries and applicability of the Environmental Management System (EMS) is a fundamental step in establishing the scope of the EMS. This process helps the organization define the limits within which the EMS will operate and identify the specific activities, processes, and areas that will be covered. Here are some key considerations:
Organizational Boundaries: Define the organizational boundaries by specifying which facilities, departments, subsidiaries, or operations are included in the scope of the EMS. This should encompass all parts of the organization that have significant environmental aspects.
Activities, Products, and Services: Clearly describe the activities, products, and services that fall within the scope of the EMS. Identify those that have environmental impacts that need to be managed.
Geographic Boundaries: Determine the geographic boundaries, including the physical locations and regions covered by the EMS. Consider if the scope extends to international operations or is limited to specific countries or regions.
Lifecycle Considerations:If relevant, assess whether the EMS should cover the entire lifecycle of products or services, from design and development to disposal and recycling.
Environmental Aspects: Identify and evaluate the environmental aspects associated with the organization’s operations and activities. These aspects might include energy consumption, water use, waste generation, emissions, and more. Ensure that the EMS scope addresses significant aspects.
Legal and Regulatory Requirements: Understand the environmental laws, regulations, and permits that apply to the organization’s operations. Ensure that the EMS scope encompasses compliance with these requirements.
Stakeholder Interests: Take into account the interests and concerns of various stakeholders, including customers, employees, investors, regulatory agencies, and local communities. Addressing stakeholder expectations can help define the EMS scope.
Environmental Objectives and Targets: Establish specific environmental objectives and targets that align with the organization’s environmental policy. Ensure that the EMS scope covers activities related to achieving these objectives.
Risks and Opportunities: Assess the environmental risks and opportunities associated with the organization’s operations. Define the scope to include activities aimed at mitigating risks and capitalizing on opportunities.
Documentation: Document the scope statement clearly and concisely, providing a description of what is included and excluded from the EMS. This statement should be communicated to relevant parties within the organization.
Management Approval: Present the scope statement to senior management for review and approval. Top-level commitment and support are crucial to ensuring that the EMS is effectively implemented.
Periodic Review and Updates: Periodically revisit and update the EMS scope to reflect changes in the organization’s activities, objectives, and environmental performance.
The determination of the EMS scope is a foundational step in the development of an effective environmental management program, and it should align with the organization’s environmental goals and commitments. It’s important to ensure that the scope is clear, well-documented, and regularly reviewed to remain aligned with the organization’s evolving needs and priorities.
3)When determining this scope, the organization shall consider the external and internal issues referred to in Clause 4.1
To consider internal and external issues related to the Environmental Management System (EMS) when determining its scope, an organization can follow a structured approach:
Identify Relevant Internal and External Issues:
Internal Issues: Start by identifying internal factors that can affect the organization’s environmental performance and its ability to manage environmental aspects effectively. These may include:
Leadership commitment and culture
Available resources (financial, human, technological)
Organizational structure and responsibilities
Processes and operations
Environmental aspects and impacts of activities, products, and services
Existing environmental objectives and targets
Previous environmental performance data and audits
External Issues: Identify external factors that are relevant to the organization’s environmental management efforts. These may include:
Legal and regulatory requirements at local, national, and international levels
Stakeholder expectations and concerns (customers, investors, communities)
Market trends and industry benchmarks
Emerging environmental issues and risks
Relationships with regulatory agencies and environmental organizations
Supply chain and vendor considerations
Evaluate the Significance: Assess the significance of these internal and external issues in the context of your organization’s goals and objectives. Consider their potential impact on environmental performance, compliance, and the achievement of your environmental objectives.
Prioritize and Analyze: Prioritize the identified issues based on their significance and relevance to the organization’s EMS. You may use tools like a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to help prioritize and analyze these factors.
Incorporate into EMS Scope: Integrate the insights from your assessment of internal and external issues into the development of the EMS scope. This should include a clear statement of what is included and excluded within the EMS boundaries, ensuring that it addresses the most significant environmental aspects, objectives, and risks.
Consultation and Involvement: Involve key stakeholders, including top management, environmental experts, and relevant departments, in the process. Their input can provide valuable perspectives on which issues are most critical and how they should be addressed within the EMS.
Document and Communicate: Document the EMS scope, including a description of how internal and external issues have been considered, in a clear and concise manner. Ensure that this information is communicated effectively to all relevant parties within the organization.
Regular Review and Updates: Periodically review and update the EMS scope to ensure that it remains aligned with changing internal and external factors. Environmental management is dynamic, and the scope should evolve as the organization’s priorities and circumstances change.
By systematically considering internal and external issues during the determination of the EMS scope, the organization can create a more effective and responsive environmental management program that aligns with its goals, minimizes risks, and maximizes opportunities for improvement.
4) When determining this scope, the organization shall considerthe compliance obligations referred to in Clause 4.2
When determining the scope of its Environmental Management System (EMS), an organization should carefully consider its compliance obligations as they pertain to environmental regulations and requirements. Compliance with relevant laws and regulations is a fundamental aspect of environmental management. Here’s how an organization can consider its compliance obligations during the EMS scope determination process:
Identify Applicable Environmental Regulations: Conduct a thorough review to identify all environmental laws, regulations, permits, and other compliance obligations that are relevant to the organization’s operations. These could include local, national, and international environmental regulations that pertain to air quality, water management, waste disposal, hazardous materials handling, and more.
Assess the Significance of Compliance Obligations: Evaluate the significance of each compliance obligation in terms of its potential impact on the organization’s operations, environmental aspects, and legal responsibilities. Determine which obligations are most critical to the organization’s compliance efforts.
Incorporate Compliance Obligations into the Scope: Ensure that the EMS scope explicitly includes activities, processes, and areas related to meeting and maintaining compliance with identified obligations. This may involve specifying which facilities, departments, and operations are covered by compliance requirements.
Define Compliance Objectives and Targets: Establish environmental objectives and targets within the EMS that are directly linked to meeting compliance obligations. These objectives should outline the organization’s commitment to adhering to specific laws and regulations and may include measurable targets for performance improvement.
Allocate Resources: Allocate the necessary resources, both human and financial, to support compliance efforts within the EMS scope. This may involve training, equipment, monitoring, and reporting systems to ensure ongoing adherence to compliance requirements.
Monitoring and Reporting: Implement procedures for monitoring, measuring, and reporting on compliance with environmental regulations. This could include regular inspections, data collection, and reporting to regulatory authorities as required.
Document and Communicate: Document the organization’s commitment to compliance within the EMS documentation, including the scope statement, environmental policy, and procedures. Ensure that all relevant personnel are aware of their responsibilities regarding compliance.
Regular Review and Updates: Periodically review and update the EMS scope to account for changes in compliance obligations, such as new regulations or revisions to existing ones. Ensure that the scope remains aligned with the evolving regulatory landscape.
External Engagement:Engage with relevant regulatory agencies and authorities as necessary to maintain a clear understanding of current and future compliance obligations and to seek guidance or clarification when needed.
By considering compliance obligations when determining the scope of the EMS, the organization not only ensures that it meets legal requirements but also establishes a proactive framework for environmental compliance and continuous improvement. This helps in minimizing environmental risks, maintaining a positive reputation, and demonstrating a commitment to responsible environmental stewardship.
5) When determining this scope, the organization shall consider its organizational units, functions and physical boundaries
Considering organizational units, functions, and physical boundaries is essential when determining the scope of an Environmental Management System (EMS). This process helps define the extent to which the EMS will apply within the organization. Here’s how the organization can consider these factors:
Identify Organizational Units: Identify all relevant organizational units, departments, subsidiaries, or facilities within the organization. Consider both internal and external units, such as subcontractors or joint ventures, if they have a significant impact on the environment.
Assess Functions and Activities: Examine the functions and activities conducted by each organizational unit. Identify those that have environmental aspects or impacts. These could include manufacturing processes, administrative functions, transportation, research and development, and more.
Evaluate Physical Boundaries: Determine the physical boundaries of each organizational unit or facility. This includes their geographic location, size, and any specific areas within them that may have distinct environmental considerations.
Identify Environmental Aspects and Impacts: Conduct an assessment to identify and evaluate the environmental aspects and impacts associated with the functions and activities of each organizational unit. Consider aspects such as energy consumption, water use, waste generation, emissions, and resource usage.
Prioritize Significance: Prioritize the significance of environmental aspects and impacts based on criteria such as environmental risk, regulatory requirements, potential harm, and the organization’s objectives. Focus on those that have the most significant impact.
Include or Exclude: Based on the assessment of organizational units, functions, and physical boundaries, determine which areas and activities should be included in the EMS scope and which should be excluded. Be explicit about what is covered and what is not.
Document the Scope Statement: Document the scope statement clearly and concisely. It should describe which organizational units, functions, and physical boundaries are included, specify the extent of the coverage, and mention any exclusions.
Allocate Responsibilities: Assign responsibilities within each organizational unit for implementing the EMS and managing environmental aspects. Define roles and responsibilities to ensure accountability.
Review and Approval: Present the scope statement to senior management or appropriate stakeholders for review and approval. Ensure that top management understands and supports the boundaries of the EMS.
Communicate and Train: Communicate the EMS scope to all relevant personnel within the included organizational units and provide training as necessary. Ensure that employees understand their roles in implementing the EMS.
Regular Review and Updates: Periodically review and update the EMS scope to account for changes in organizational structure, functions, activities, or physical boundaries. Ensure that the scope remains aligned with the evolving organizational landscape.
By considering organizational units, functions, and physical boundaries, the organization can establish a clear and well-defined scope for its EMS. This scope ensures that environmental aspects are effectively managed and that responsibilities for environmental performance are clearly defined within the organization’s structure. It also helps align the EMS with the organization’s specific operations and objectives.
6) When determining this scope, the organization shall considerits activities, products and services
Considering its activities, products, and services is a crucial aspect of determining the scope of an Environmental Management System (EMS) for an organization. Here’s how the organization can effectively consider these factors:
Identify Activities, Products, and Services: Begin by identifying all the activities, products, and services offered by the organization. This includes core business operations as well as support functions and any outsourced activities.
Assess Environmental Aspects and Impacts: For each identified activity, product, or service, conduct an assessment to identify and evaluate the environmental aspects and impacts associated with them. Consider aspects such as energy consumption, water use, waste generation, emissions, and resource usage.
Prioritize Significance:Prioritize the environmental aspects and impacts based on criteria such as environmental risk, regulatory requirements, potential harm, and the organization’s objectives. Focus on those that have the most significant impact.
Include or Exclude: Based on the assessment of activities, products, and services, determine which should be included in the EMS scope and which should be excluded. Be explicit about what is covered and what is not.
Document the Scope Statement: Document the scope statement clearly and concisely. It should describe which activities, products, and services are included, specify the extent of the coverage, and mention any exclusions.
Allocate Responsibilities: Assign responsibilities for implementing the EMS and managing environmental aspects related to each activity, product, or service. Define roles and responsibilities to ensure accountability.
Environmental Objectives and Targets: Establish environmental objectives and targets within the EMS scope that are directly linked to the environmental aspects and impacts of the included activities, products, and services. These objectives should outline the organization’s commitment to environmental improvement.
Compliance Obligations: Ensure that the EMS scope explicitly includes activities, products, and services related to meeting and maintaining compliance with relevant environmental regulations and requirements.
Resource Allocation: Allocate the necessary resources, both human and financial, to support EMS implementation within the included activities, products, and services. This may involve training, equipment, monitoring, and reporting systems.
Review and Approval: Present the scope statement to senior management or appropriate stakeholders for review and approval. Ensure that top management understands and supports the boundaries of the EMS.
Communicate and Train: Communicate the EMS scope to all relevant personnel involved in the included activities, products, and services and provide training as necessary. Ensure that employees understand their roles in implementing the EMS.
Regular Review and Updates: Periodically review and update the EMS scope to account for changes in activities, products, and services, including new offerings or discontinued ones. Ensure that the scope remains aligned with the evolving organizational landscape.
By considering its activities, products, and services in the determination of the EMS scope, the organization can establish a focused and tailored environmental management program that addresses its specific environmental aspects and impacts. This approach ensures that environmental responsibilities are integrated into the organization’s operations and objectives and that resources are allocated effectively to manage environmental performance.
7) When determining this scope, the organization shall considerits authority and ability to exercise control and influence
Considering the organization’s authority and ability to exercise control and influence is an important aspect of determining the scope of its Environmental Management System (EMS). This step helps the organization set realistic boundaries and ensures that the EMS scope aligns with its capabilities. Here’s how to incorporate this consideration into the scope determination process:
Identify Areas of Authority and Control: Begin by identifying the areas within the organization where it has authority and the ability to exercise control or influence. This could include:
Directly owned facilities and operations.
Facilities or operations in which the organization holds a significant stake or has management control.
Processes or activities where the organization has decision-making authority.
Assess Environmental Aspects and Impacts: For each area of authority and control identified, conduct an assessment to identify and evaluate the environmental aspects and impacts associated with them. Consider aspects such as energy consumption, water use, waste generation, emissions, and resource usage.
Prioritize Significance: Prioritize the environmental aspects and impacts based on criteria such as environmental risk, regulatory requirements, potential harm, and the organization’s objectives. Focus on those areas where the organization can exercise meaningful control and influence.
Include or Exclude: Based on the assessment of areas of authority and control, determine which should be included in the EMS scope and which should be excluded. Be explicit about what is covered and what is not.
Document the Scope Statement: Document the scope statement clearly and concisely. It should describe which areas of authority and control are included, specify the extent of the coverage, and mention any exclusions.
Allocate Responsibilities: Assign responsibilities for implementing the EMS and managing environmental aspects related to each area of authority and control. Define roles and responsibilities to ensure accountability.
Environmental Objectives and Targets: Establish environmental objectives and targets within the EMS scope that are directly linked to the environmental aspects and impacts of the included areas of authority and control. These objectives should outline the organization’s commitment to environmental improvement.
Compliance Obligations: Ensure that the EMS scope explicitly includes areas where the organization has compliance obligations related to environmental regulations and requirements.
Resource Allocation: Allocate the necessary resources, both human and financial, to support EMS implementation within the included areas of authority and control. This may involve training, equipment, monitoring, and reporting systems.
Review and Approval: Present the scope statement to senior management or appropriate stakeholders for review and approval. Ensure that top management understands and supports the boundaries of the EMS.
Communicate and Train: Communicate the EMS scope to all relevant personnel involved in the included areas of authority and control and provide training as necessary. Ensure that employees understand their roles in implementing the EMS.
Regular Review and Updates: Periodically review and update the EMS scope to account for changes in areas of authority and control, including acquisitions, divestitures, or changes in decision-making authority. Ensure that the scope remains aligned with the evolving organizational landscape.
By considering its authority and ability to exercise control and influence, the organization can establish a realistic and effective EMS scope that focuses on areas where it can make meaningful environmental improvements. This approach ensures that the EMS is aligned with the organization’s capabilities and resources, making it more likely to achieve its environmental goals and objectives.
8) Once the scope is defined, all activities, products and services of the organization within that scope need to be included in the environmental management system.
Once the scope of the Environmental Management System (EMS) is defined, all activities, products, and services of the organization within that scope should be included in the EMS. The EMS is designed to comprehensively manage and address the environmental aspects and impacts associated with those activities, products, and services. This inclusion is essential for several reasons:
Comprehensive Environmental Management: By including all relevant activities, products, and services within the EMS scope, the organization can ensure that it systematically addresses all environmental aspects and impacts associated with its operations. This comprehensive approach allows for a more thorough understanding and management of environmental risks and opportunities.
Consistency: Including all relevant elements within the scope promotes consistency in environmental management practices across the organization. It ensures that environmental objectives, targets, and procedures apply uniformly to all activities and services, reducing the risk of oversight or inconsistency in environmental performance.
Legal and Regulatory Compliance: It helps ensure that the organization remains compliant with all applicable environmental laws, regulations, and permit requirements for the included activities and services. Non-compliance can lead to legal and financial consequences.
Resource Allocation: Resource allocation, such as budgeting, personnel, and technology investments, can be more effectively planned and distributed when all relevant activities and services are considered. This enables the organization to prioritize and allocate resources to address environmental aspects and meet objectives effectively.
Stakeholder Expectations: Inclusion of all relevant activities and services aligns with stakeholder expectations. Stakeholders, including customers, investors, and regulatory agencies, often expect organizations to manage environmental impacts associated with all aspects of their operations.
Performance Improvement: A holistic approach to environmental management allows for a better understanding of the organization’s environmental performance. This insight facilitates continuous improvement efforts by identifying areas where efficiency gains, waste reduction, and environmental impact reduction can be achieved.
Risk Mitigation: Addressing all relevant activities, products, and services within the EMS scope helps mitigate environmental risks associated with those operations. It allows for proactive risk assessment and risk reduction strategies.
Transparent Reporting: Inclusion of all relevant elements in the EMS ensures that the organization can provide transparent and accurate reporting on its environmental performance to stakeholders, regulatory agencies, and the public.
In summary, including all activities, products, and services within the defined scope of the EMS is essential for effective environmental management. It enables the organization to systematically address environmental aspects, comply with regulations, allocate resources efficiently, and continuously improve its environmental performance.
9) The scope shall be maintained as documented information
Maintaining the scope of the Environmental Management System (EMS) as documented information is important to ensure that the scope remains clear, up-to-date, and effectively communicated to all relevant stakeholders. Here are steps for maintaining the EMS scope as documented information:
Document the Scope Statement: Start by creating a well-documented scope statement that clearly defines the boundaries and applicability of the EMS. This statement should describe what is included and excluded within the EMS scope.
Version Control: Implement a version control system for the scope statement. Assign a unique identifier or version number to the document. This helps ensure that everyone is working with the latest version.
Centralized Document Repository: Maintain a centralized and accessible repository for all EMS-related documents, including the scope statement. This can be a document management system or a designated folder on the organization’s network.
Regular Reviews: Schedule regular reviews of the EMS scope to ensure it remains accurate and aligned with the organization’s activities and objectives. These reviews can be conducted annually or as needed in response to changes in the organization.
Change Management: Implement a change management process for any proposed changes to the EMS scope. Changes should be carefully evaluated and documented. If changes are approved, update the scope statement accordingly.
Document Revisions: Whenever a change is made to the scope statement, update the documented information and ensure that it reflects the current state of the EMS. Clearly indicate the date of the revision and the reason for the change.
Communication and Training: Communicate any changes or updates to the EMS scope to all relevant personnel within the organization. Provide training or awareness programs as necessary to ensure that employees are aware of the scope and any changes made to it.
Maintain Historical Records: Keep historical records of previous versions of the scope statement and associated documentation. This can be useful for reference, auditing, and compliance purposes.
Internal Audits: Include the EMS scope as part of internal audit activities. Periodically audit the scope to verify that it accurately reflects the organization’s current operations and environmental commitments.
Alignment with Management Review: As part of the regular management review process required by EMS standards (e.g., ISO 14001), ensure that the EMS scope is discussed, reviewed, and validated by top management.
External Audits and Certifications: If the organization seeks external certification of its EMS (e.g., ISO 14001 certification), ensure that the scope statement is readily available for external auditors and that it accurately represents the EMS boundaries.
Employee Involvement: Encourage employees and stakeholders to provide feedback or suggestions related to the EMS scope. Their input can be valuable for maintaining accuracy.
By following these steps, the organization can effectively maintain the EMS scope as documented information, ensuring that it remains a reliable reference for internal and external stakeholders and aligns with the organization’s environmental goals and commitments.
10) The Scope shall be made available to interested parties.
Making the scope of the Environmental Management System (EMS) available to interested parties is essential for transparency and communication of the organization’s environmental commitments and boundaries. Here are several ways to ensure the EMS scope is readily accessible to those who need it:
Publish on the Organization’s Website: One of the most accessible ways to make the EMS scope available is to publish it on the organization’s official website. Create a dedicated web-page or section that provides information about the scope, including a downloadable copy of the scope statement.
Incorporate into Environmental Policy: Include the EMS scope within the organization’s environmental policy statement. Ensure that the policy is prominently displayed on the website and in relevant documents.
Share with Key Stakeholders: Distribute the EMS scope to key stakeholders who have an interest in the organization’s environmental performance. This includes customers, suppliers, regulatory agencies, local communities, and any other parties affected by or interested in the organization’s environmental activities.
Annual Reports and Sustainability Reports: Include the EMS scope in annual reports or sustainability reports if the organization produces such documents. These reports are often made available to shareholders, investors, and the public.
Documentation Repository: Maintain a centralized repository for all EMS-related documents, including the scope statement. Ensure that authorized personnel within the organization and external stakeholders can access this repository.
Employee Communication: Share the EMS scope with employees during training, orientation, or awareness programs. Ensure that all employees are aware of the EMS boundaries and their roles in achieving its objectives.
Internal Intranet: If the organization has an internal intranet or communication platform, publish the EMS scope there for easy access by employees and internal stakeholders.
Compliance Documentation: Ensure that the EMS scope is included as part of the documentation provided to regulatory agencies during audits or compliance assessments.
External Certifications: If the organization seeks external certifications, such as ISO 14001 certification, ensure that the EMS scope is available for external auditors and certification bodies.
Customer Engagement: Share the EMS scope with customers upon request or as part of supplier questionnaires. Many customers are interested in knowing about a supplier’s environmental practices.
Environmental Reports and Performance Metrics: Include information about the EMS scope in environmental reports and performance metrics that are shared with interested parties. This provides context for environmental data.
Email and Contact Information: Provide contact information, such as an email address or a designated point of contact, for inquiries related to the EMS scope. Interested parties can reach out with questions or requests for information.
Public Meetings and Forums: If the organization participates in public meetings or forums related to its environmental activities, present information about the EMS scope and provide copies to attendees.
Social Media and Press Releases: Use social media platforms and press releases to announce updates to the EMS scope or to highlight the organization’s commitment to environmental management.
Remember that the availability of the EMS scope should be communicated through multiple channels to ensure that interested parties can access it easily. Making the scope readily available demonstrates the organization’s commitment to transparency and environmental responsibility.
Example of establishment of scope of EMS
Here’s an example of how an organization might establish the scope of its Environmental Management System (EMS):
Organization: XYZ Manufacturing Company
Step 1: Identify Organizational Boundaries
XYZ Manufacturing Company is a global manufacturer of electronic components with facilities in the United States, Europe, and Asia. The organization includes manufacturing plants, research and development facilities, administrative offices, and distribution centers.
Step 2: Identify Activities, Products, and Services
XYZ Manufacturing Company engages in various activities, including the design, manufacturing, and distribution of electronic components for a range of industries, including automotive, telecommunications, and consumer electronics. Its products include printed circuit boards, microchips, and sensors. The organization also offers technical support and repair services for its products.
Step 3: Evaluate Environmental Aspects and Impacts
A comprehensive assessment is conducted to identify the environmental aspects and impacts associated with XYZ Manufacturing Company’s operations. This assessment includes:
Energy consumption and emissions from manufacturing processes
Water use and wastewater management
Hazardous material handling and disposal
Waste generation and recycling efforts
Emissions from transportation and distribution activities
Environmental impacts of research and development activities
Step 4: Determine Geographic Boundaries
The EMS scope includes all XYZ Manufacturing Company facilities and operations worldwide, encompassing its manufacturing plants, R&D centers, administrative offices, and distribution centers.
Step 5: Assess Compliance Obligations
The organization identifies and evaluates the various environmental laws, regulations, and permits that apply to its operations in each geographic region. Compliance obligations are assessed, including air quality standards, waste disposal regulations, and water discharge permits.
Step 6: Consider Stakeholder Interests
XYZ Manufacturing Company takes into account the interests and concerns of various stakeholders, including customers, investors, regulatory agencies, and local communities. Feedback and expectations from these stakeholders are considered when defining the EMS scope.
Step 7: Define Environmental Objectives and Targets
Environmental objectives and targets are established based on the identified environmental aspects and impacts. These objectives include reducing energy consumption by 15% over the next three years, achieving zero hazardous waste violations, and increasing recycling rates by 20%.
Step 8: Document the Scope Statement
The scope statement is documented as follows:
“The scope of XYZ Manufacturing Company’s Environmental Management System (EMS) encompasses all of its global operations, including manufacturing facilities, research and development centers, administrative offices, and distribution centers. This scope covers activities related to the design, production, and distribution of electronic components and associated support services. The EMS aims to manage and minimize environmental impacts, ensure compliance with applicable environmental laws and regulations, and achieve environmental objectives and targets set by the organization.”
Step 9: Obtain Management Approval
The scope statement is presented to senior management for review and approval. Top management reviews and endorses the scope, demonstrating their commitment to the EMS.
Step 10: Communicate and Train
The EMS scope is communicated to all employees and relevant stakeholders within the organization. Training and awareness programs are conducted to ensure that employees understand their roles and responsibilities.
Step 11: Regular Review and Updates
The EMS scope is reviewed annually or when significant changes occur in the organization’s operations or environmental aspects. Updates are made as needed to reflect changes and ensure alignment with the organization’s environmental goals and commitments.
This example illustrates how an organization like XYZ Manufacturing Company can establish the scope of its EMS by considering various factors, including organizational boundaries, activities, products, compliance obligations, and stakeholder interests. The scope statement provides a clear and comprehensive overview of the organization’s commitment to environmental management.
Documented Information required:
To meet the requirements of this clause, organizations typically maintain specific documents and records. Here’s what you may need:
Documents:
Environmental Policy (Documented Information): A documented statement of the organization’s environmental policy, which should include the commitment to establish, implement, maintain, and continually improve the EMS. It should be available and communicated within the organization.
Scope Statement (Documented Information): A documented scope statement clearly defining the boundaries and applicability of the EMS. It should specify what is included and excluded, and how the scope aligns with the organization’s environmental objectives and impacts.
External and Internal Issues (Documented Information):Records or documented information that show how the organization has considered external and internal issues relevant to the EMS scope determination. This can include records of stakeholder consultations, legal and regulatory reviews, and assessments of internal factors.
Records:
Records of Scope Determination (Records): Documentation of the process used to determine the EMS scope, including factors considered, criteria used for inclusion and exclusion, and the rationale behind these decisions. This helps demonstrate the thoroughness of the scope determination process.
Evidence of Compliance Obligations (Records): Records showing the organization’s assessment of compliance obligations, including environmental laws, regulations, permits, and other requirements relevant to the EMS scope.
Documentation of Stakeholder Engagement (Records): Records demonstrating how the organization has engaged with relevant stakeholders to understand their interests, concerns, and expectations regarding the EMS scope.
Environmental Aspects and Impacts Assessment (Records): Records of the assessment of environmental aspects and impacts associated with the organization’s activities, products, and services within the EMS scope. This should include a list of identified aspects and their significance.
Environmental Objectives and Targets (Records): Documentation of established environmental objectives and targets within the EMS scope, along with related action plans and responsible parties. These records show the organization’s commitment to environmental improvement.
Communication and Training Records (Records): Records of how the EMS scope is communicated and explained to employees and relevant stakeholders, along with training records to ensure that employees understand their roles in achieving EMS objectives within the defined scope.
Management Approval (Records): Records demonstrating that senior management has reviewed and approved the EMS scope statement. This includes meeting minutes or decision records.
Periodic Reviews and Updates (Records): Records of periodic reviews and updates of the EMS scope, including any changes made to the scope statement based on changes in organizational operations, environmental aspects, or other factors.
By maintaining these documents and records, organizations can demonstrate compliance with ISO 14001:2015 Clause 4.3 and provide evidence of their commitment to establishing a well-defined and effective EMS scope. These documents and records also serve as a valuable resource for communication, training, and continuous improvement within the organization.
The organization shall determine: a) the interested parties that are relevant to the environmental management system; b) the relevant needs and expectations (i.e. requirements) of these interested parties; c) which of these needs and expectations become its compliance obligations.
As per Annex A (Guidance on the use of ISO 14001:2015 standard) of ISO 14001:2015 standard it further explains:
An organization is expected to gain a general (i.e. high-level, not detailed) understanding of the expressed needs and expectations of those internal and external interested parties that have been determined by the organization to be relevant. The organization considers the knowledge gained when determining which of these needs and expectations it has to or it chooses to comply with, i.e. its compliance obligations (see 6.1.1). In the case of an interested party perceiving itself to be affected by the organization’s decisions or activities related to environmental performance, the organization considers the relevant needs and expectations that are made known or have been disclosed by the interested party to the organization. Interested party requirements are not necessarily requirements of the organization. Some interested party requirements reflect needs and expectations that are mandatory because they have been incorporated into laws, regulations, permits and licences by governmental or even court decision. The organization may decide to voluntarily agree to or adopt other requirements of interested parties (e.g. entering into a contractual relationship, subscribing to a voluntary initiative). Once the organization adopts them, they become organizational requirements (i.e. compliance obligations) and are taken into account when planning the environmental management system (see 4.4). A more detailed-level analysis of its compliance obligations is performed in 6.1.3.
1) The organization shall determine the interested parties that are relevant to the environmental management system
Determining the interested parties that are relevant to an environmental management system (EMS) is a crucial step in the development and implementation of an effective EMS. Identifying and understanding these stakeholders helps organizations better manage their environmental impacts and meet their sustainability goals. Here’s a step-by-step guide on how to determine relevant interested parties for your EMS:
Understand the Concept of Interested Parties: Start by understanding who interested parties are. Interested parties are individuals or groups who can affect, be affected by, or have an interest in the organization’s environmental performance. They can be internal or external to the organization.
Legal and Regulatory Requirements: Identify the legal and regulatory requirements related to environmental management that apply to your organization. These often include local, national, and international environmental laws and regulations. Regulatory authorities are important interested parties.
Internal Stakeholders: Assess who within your organization has a vested interest in environmental matters. This could include:
Top management and executives
Employees and labor unions
Operations and production teams
Health and safety committees
External Stakeholders: Identify external parties who are interested in your organization’s environmental performance. This may include:
Customers and clients
Suppliers and contractors
Shareholders and investors
Non-governmental organizations (NGOs) and environmental groups
Local communities and residents
Competitors
Industry Associations and Standards Bodies: If your organization is part of a specific industry or sector, industry associations and standards bodies can be important interested parties. These organizations often set guidelines and standards related to environmental performance.
Media and Public Opinion: Consider the impact of media coverage and public opinion on your organization’s environmental reputation. Negative publicity can have a significant influence on your EMS.
Community and Public Perception: Assess how the local community perceives your organization’s environmental impact. This is especially important if your operations are near residential areas.
Environmental NGOs and Activist Groups: Environmental NGOs and activist groups may have an interest in your organization’s environmental practices. They can influence public opinion and government decisions.
Suppliers and Contractors: Evaluate the environmental practices of your suppliers and contractors, as their actions can affect your organization’s environmental performance.
Prioritize and Analyze: Once you have identified all potential interested parties, prioritize them based on their significance and influence on your EMS. Use tools like stakeholder analysis matrices to assess their level of interest and influence.
Engagement and Communication: Develop a plan for engaging with these interested parties. This may involve regular communication, collaboration, or even partnerships to address environmental concerns and objectives.
Review and Update: Regularly review and update your list of interested parties as your organization evolves and as new stakeholders emerge.
By following these steps, your organization can effectively determine and manage the interested parties that are relevant to your environmental management system, ensuring that you address their concerns and meet your environmental goals while complying with regulations and building positive relationships with stakeholders.
2) The organization shall determine the relevant needs and expectations (i.e. requirements) of these interested parties
Determining the relevant needs and expectations of interested parties that are relevant to your environmental management system (EMS) is essential for effectively managing your organization’s environmental performance and stakeholder relationships. Here’s a step-by-step guide on how to identify and understand these needs and expectations:
Identify Interested Parties: Start by referring to the list of interested parties you identified in the previous step. These are the individuals, groups, or organizations that can affect, be affected by, or have an interest in your environmental performance.
Engagement and Communication: Establish a structured process for engaging with these interested parties. This can include surveys, interviews, focus groups, meetings, or feedback mechanisms. Effective communication is key to understanding their needs and expectations.
Conduct Stakeholder Analysis: Use stakeholder analysis techniques to categorize and prioritize your interested parties. Consider factors such as their level of influence, interest in your organization, and the potential impact of their needs and expectations on your EMS.
Research and Documentation: Gather information about the needs and expectations of each stakeholder group. This may involve reviewing past interactions, analyzing public information, conducting market research, and studying industry trends.
Legal and Regulatory Requirements: Ensure that you are aware of and compliant with any legal and regulatory requirements related to environmental management that may outline specific expectations from certain interested parties.
Industry Standards and Best Practices: Research industry-specific standards, guidelines, and best practices that may provide insights into the expectations of interested parties within your sector.
Feedback and Surveys: Conduct surveys or solicit feedback from your stakeholders. Ask questions about their environmental concerns, expectations, and suggestions for improvement. Consider using online surveys, focus groups, or in-person interviews to gather this information.
Review Past Complaints and Feedback: Analyze past complaints, feedback, and grievances from interested parties related to your environmental performance. These can provide valuable insights into their expectations and concerns.
Benchmarking: Compare your organization’s environmental practices and performance with those of competitors or industry leaders. This can help identify areas where you may need to meet or exceed industry standards.
Internal Collaboration: Collaborate with internal departments, especially those responsible for customer relations, supply chain management, and sustainability, to gather insights into the expectations of external stakeholders.
Environmental Impact Assessment: Conduct an environmental impact assessment to identify the potential environmental impacts of your organization’s activities, products, and services. This can help pinpoint areas where stakeholders may have specific expectations.
Regular Review and Updates: Continuously monitor and review the needs and expectations of interested parties. Environmental expectations can change over time, so it’s important to stay up-to-date and adapt your EMS accordingly.
Documentation and Reporting: Document the identified needs and expectations of interested parties in a clear and organized manner. This information should be readily available and accessible to all relevant personnel.
Incorporate into EMS Planning: Integrate the identified needs and expectations into your EMS planning and objectives. Develop strategies and action plans to address these requirements effectively.
Communication and Transparency: Keep stakeholders informed about how you are addressing their needs and expectations. Transparent communication builds trust and demonstrates your commitment to environmental responsibility.
By following these steps, you can systematically determine the relevant needs and expectations of interested parties within your EMS, allowing your organization to align its environmental goals and strategies with stakeholder demands, ultimately improving environmental performance and stakeholder satisfaction.
3) Some Examples of the relevant needs and expectations (i.e. requirements) of the interested partiesrelevant to EMS
The needs and expectations of interested parties relevant to an Environmental Management System (EMS) can vary widely depending on the organization and its context. Here are some examples of needs and expectations from different stakeholder groups:
Regulatory Authorities:
Expect compliance with local, national, and international environmental laws and regulations.
Need accurate and timely reporting of environmental performance data.
May require permits and approvals for specific activities.
Customers and Clients:
Expect environmentally responsible products and services.
May request information on the environmental impact of products.
Prefer suppliers with certified environmental management systems.
Employees:
Expect a safe and healthy work environment.
May want opportunities for environmental training and awareness.
Seek job security through sustainable business practices.
Shareholders and Investors:
Expect transparency regarding environmental risks and opportunities.
May require disclosure of environmental performance in annual reports.
May invest in or support companies with strong environmental records.
Suppliers and Contractors:
Expect responsible sourcing and procurement practices.
May require environmental performance data from their partners.
Seek collaboration on sustainability initiatives.
Local Communities:
Expect reduced environmental impact and pollution in the area.
May seek community engagement and information sharing on environmental matters.
May raise concerns about noise, emissions, or land use.
Environmental NGOs and Activist Groups:
Expect organizations to minimize negative environmental impacts.
May advocate for specific environmental causes and campaigns.
May conduct audits or investigations into environmental practices.
Competitors:
Expect fair competition and adherence to environmental regulations.
May benchmark environmental performance against industry peers.
Compete on environmental innovation and sustainability.
Industry Associations and Standards Bodies:
Expect adherence to industry-specific environmental standards and guidelines.
May provide resources and best practices for improving environmental performance.
May develop industry-specific environmental certifications.
Media and Public Opinion:
Expect transparency and timely responses to environmental incidents.
May report on and influence public perception of an organization’s environmental practices.
Can drive reputational consequences.
Nonprofit Organizations and Foundations:
Expect collaboration on environmental initiatives and projects.
May provide funding for sustainability programs and research.
Look for alignment with their environmental missions.
Government Agencies:
Expect cooperation in environmental impact assessments and mitigation measures.
May provide incentives for organizations that go beyond compliance.
Monitor and enforce environmental regulations.
Financial Institutions and Banks:
Expect organizations to manage environmental risks that could affect loan repayments.
May offer preferential financing terms for sustainable projects.
Evaluate environmental policies as part of lending criteria.
These are just examples, and the specific needs and expectations of interested parties will depend on factors such as your industry, location, and the nature of your organization’s activities. Identifying and understanding these needs and expectations is a critical step in developing an effective EMS and building positive relationships with stakeholders while enhancing your organization’s environmental performance.
4) The organization shall determine which of these needs and expectations become its compliance obligations.
Determining which of the relevant needs and expectations of interested parties should become compliance obligations within an Environmental Management System (EMS) involves a systematic process that ensures the organization is in alignment with legal and regulatory requirements, as well as stakeholder expectations. Here’s how an organization can go about this:
Identify Relevant Needs and Expectations: Start by identifying all the relevant needs and expectations of interested parties, as discussed earlier. These needs and expectations should encompass a wide range of stakeholders, including regulatory authorities, customers, employees, suppliers, and other relevant groups.
Prioritize Stakeholder Expectations: Prioritize the identified needs and expectations based on their significance and impact on the organization and its environmental performance. Consider factors like legal requirements, potential risks, and stakeholder influence.
Legal and Regulatory Requirements: Review and analyze the legal and regulatory requirements applicable to your organization’s industry and location. Identify specific environmental laws and regulations that pertain to your operations. These are typically non-negotiable compliance obligations.
International Standards and Certifications: If your organization is pursuing international environmental certifications or standards (e.g., ISO 14001), consider the requirements outlined in these standards. Compliance with such standards may be a requirement for your organization.
Internal Policies and Commitments: Review your organization’s internal policies, commitments, and sustainability goals related to environmental management. Determine which of these internal guidelines are considered mandatory and must be met as compliance obligations.
Risk Assessment: Conduct a risk assessment to evaluate the potential consequences of not meeting certain stakeholder expectations. High-risk items that could lead to legal, financial, reputational, or operational problems should be considered for compliance obligations.
Stakeholder Engagement: Engage with your stakeholders to clarify their expectations and assess their willingness to cooperate or compromise on certain issues. Some expectations may be negotiable, while others may not.
Alignment with Environmental Objectives: Ensure that the identified compliance obligations align with your organization’s environmental objectives and goals. Compliance obligations should contribute to improving your environmental performance and reducing environmental impacts.
Documentation and Tracking: Document the selected compliance obligations in your EMS documentation, such as the Environmental Policy and Procedures. Create a clear plan for tracking and monitoring progress toward meeting these obligations.
Communication: Communicate the identified compliance obligations to relevant employees and stakeholders. Ensure that everyone is aware of their roles and responsibilities in achieving compliance.
Continuous Improvement: Integrate compliance obligations into your EMS’s continuous improvement processes. Regularly review and assess your organization’s performance against these obligations and make necessary adjustments.
Legal and Regulatory Updates: Stay vigilant about changes in environmental laws and regulations. Periodically review and update your compliance obligations to reflect any new legal requirements.
Documentation and Reporting: Maintain records of your compliance efforts and environmental performance to demonstrate adherence to the identified obligations. Prepare periodic reports for internal and external stakeholders, as necessary.
By following this systematic approach, an organization can identify, prioritize, and implement compliance obligations within its EMS, ensuring that it meets legal requirements and effectively manages stakeholder expectations related to environmental performance. Regular monitoring and continuous improvement are key to maintaining compliance over time.
5) Examples of needs and expectations of the interested parties that are relevant to the environmental management system becoming compliance obligations for the organization
some examples of needs and expectations from interested parties that could become compliance obligations for an organization within its Environmental Management System (EMS):
Legal and Regulatory Authorities:
Need: Compliance with all relevant environmental laws and regulations.
Compliance Obligation: Ensure that the organization follows all local, national, and international environmental laws and regulations applicable to its operations.
Customers and Clients:
Need: Assurance that products and services are produced with minimal environmental impact.
Compliance Obligation: Implement eco-friendly manufacturing processes and provide eco-labeling or product declarations to inform customers about the environmental attributes of products.
Employees:
Need: A safe and healthy work environment with minimized environmental risks.
Compliance Obligation: Develop and maintain a safe and healthy workplace, and ensure that employees are trained in environmental procedures and practices.
Suppliers and Contractors:
Need: Assurance that the organization follows sustainable sourcing and procurement practices.
Compliance Obligation: Implement criteria for selecting suppliers and contractors based on their environmental performance and sustainable practices.
Local Communities:
Need: Reduced environmental impact and pollution in the community.
Compliance Obligation: Implement measures to reduce emissions, noise, and other pollutants that may affect the local community, and engage in transparent communication with community members.
Environmental NGOs and Activist Groups:
Need: Transparent and responsible environmental practices.
Compliance Obligation: Engage in dialogue and collaboration with these groups, address their concerns, and implement sustainable practices to meet or exceed industry standards.
Government Agencies:
Need: Cooperation in environmental impact assessments and adherence to regulatory requirements.
Compliance Obligation: Cooperate fully in environmental assessments, permit applications, and other regulatory processes, and provide accurate and timely data as required.
Financial Institutions and Banks:
Need: Assurance that environmental risks are managed effectively.
Compliance Obligation: Develop and maintain systems to manage environmental risks that could affect loan repayments or financial stability.
Shareholders and Investors:
Need: Transparency regarding environmental risks and opportunities.
Compliance Obligation: Disclose relevant environmental information in annual reports and other communications, and provide opportunities for shareholders to engage on environmental matters.
Industry Associations and Standards Bodies:
Need: Adherence to industry-specific environmental standards and guidelines.
Compliance Obligation: Comply with industry-specific environmental standards and guidelines relevant to your sector.
Media and Public Opinion:
Need: Transparency and timely responses to environmental incidents.
Compliance Obligation: Communicate proactively during environmental incidents, provide accurate information, and take corrective actions promptly.
Nonprofit Organizations and Foundations:
Need: Collaboration on environmental initiatives and projects.
Compliance Obligation: Engage in partnerships and projects aligned with their environmental missions and goals.
These examples illustrate how various stakeholder needs and expectations can become compliance obligations for an organization within its EMS. It’s important to conduct a thorough assessment and prioritize these obligations based on their significance and potential impact on the organization’s environmental performance and overall sustainability.
Documented Information required
There is no mandatory requirement for Documented information but this clause emphasizes the importance of identifying and addressing the concerns and requirements of stakeholders relevant to your EMS. While ISO 14001 does not provide a specific list of documents or records, it does specify certain activities and documentation that are essential for compliance. Here’s what you need to have:
Documented Information:
Stakeholder Identification: Maintain documentation that identifies the relevant interested parties and their needs and expectations. This could include a stakeholder register or list.
Stakeholder Engagement Plan: Document the plan for engaging with interested parties, including the methods and frequency of communication and engagement.
Records of Engagement:
Meeting Minutes: Maintain records of meetings and discussions with interested parties, including minutes of meetings where stakeholder concerns and expectations are discussed.
Feedback and Complaints: Document any feedback, complaints, or grievances received from interested parties, as well as the organization’s responses and actions taken to address them.
Surveys and Questionnaires: Keep records of surveys or questionnaires used to gather information on stakeholder needs and expectations, along with the results and analysis.
Correspondence: Maintain records of written correspondence, emails, letters, or other forms of communication with interested parties related to environmental matters.
Analysis and Review Documents:
Stakeholder Analysis: Document the analysis of the significance and relevance of identified stakeholders and their expectations.
Risk Assessment: If relevant, document the assessment of risks and opportunities associated with meeting or not meeting the needs and expectations of interested parties.
Compliance Obligations:
Legal and Regulatory Records: Maintain records of relevant environmental laws and regulations that apply to your organization, along with any updates or changes to these requirements.
Documentation of Commitments and Obligations:
Commitment Statements: Document your organization’s commitments related to meeting the needs and expectations of interested parties. This may include public commitments, policy statements, or contractual obligations.
Environmental Policy:
Ensure that your organization’s environmental policy, which is required by ISO 14001, reflects your commitment to addressing the needs and expectations of interested parties.
Remember that the level of documentation and record-keeping can vary depending on the size and complexity of your organization, the nature of your operations, and the significance of the interested parties and their expectations. The key is to demonstrate that you have systematically identified, assessed, and addressed the needs and expectations of interested parties as part of your EMS. Documentation and records help provide evidence of your compliance with ISO 14001:2015 requirements and your commitment to environmental management and stakeholder engagement.
Example ofProcedure for Understanding the Needs and Expectations of Interested Parties
Purpose: To ensure that the organization identifies and addresses the needs and expectations of interested parties in order to enhance its environmental management system and meet compliance obligations.
Scope: This procedure applies to all functions and activities of the organization relevant to the EMS.
Responsibilities:
The Environmental Management Representative (EMR) or designated personnel are responsible for implementing and maintaining this procedure.
Department heads and relevant employees are responsible for providing input and feedback during the stakeholder engagement process.
Procedure Steps:
1. Identification of Interested Parties:
The organization shall maintain a stakeholder register or list, periodically updated, which identifies all interested parties relevant to the EMS.
Interested parties may include but are not limited to customers, regulatory authorities, employees, suppliers, local communities, and environmental NGOs.
2. Prioritization and Categorization:
The organization shall categorize and prioritize interested parties based on their significance and potential impact on the EMS and environmental performance.
Factors for consideration may include legal requirements, environmental risks, stakeholder influence, and organizational objectives.
3. Engagement Plan Development:
For each category of interested parties, the organization shall develop a stakeholder engagement plan.
The plan shall specify the methods and frequency of engagement, communication channels, responsible personnel, and objectives of engagement.
4. Stakeholder Engagement:
Implement the stakeholder engagement plans by conducting surveys, meetings, interviews, or other appropriate methods to gather information on stakeholder needs and expectations.
Encourage open dialogue and feedback during engagement activities.
5. Documentation and Analysis:
Document the outcomes of stakeholder engagement activities, including feedback, concerns, and expectations.
Analyze the collected data to identify common themes, emerging trends, and areas of concern.
6. Integration with EMS:
Integrate the identified needs and expectations of interested parties into the EMS, ensuring alignment with the organization’s environmental objectives and goals.
Develop and document specific compliance obligations and action plans as necessary.
7. Communication and Reporting:
Communicate the organization’s commitment to addressing stakeholder needs and expectations through internal and external communication channels.
Report on stakeholder engagement outcomes as part of periodic EMS performance reports.
8. Review and Continuous Improvement:
Periodically review the stakeholder engagement process and update the stakeholder register, engagement plans, and compliance obligations as needed.
Continuously seek opportunities to improve stakeholder engagement and the organization’s responsiveness to stakeholder concerns.
9. Legal and Regulatory Compliance:
Maintain records of legal and regulatory requirements related to environmental matters as part of the compliance obligations.
10. Training and Awareness: – Ensure that relevant employees are trained in stakeholder engagement and are aware of their roles and responsibilities in meeting stakeholder needs and expectations.
11. Documentation and Record Keeping: – Maintain records of stakeholder engagement activities, outcomes, compliance obligations, and any relevant documentation.
12. Internal Audit and Management Review: – Include stakeholder engagement as part of the internal audit and management review processes to assess its effectiveness and relevance.
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 its environmental management system. Such issues shall include environmental conditions being affected by or capable of affecting the organization.
As per Annex A (Guidance on the use of ISO 14001:2015 standard) of ISO 14001:2015 standard it further explains:
The intent of 4.1 is to provide a high-level, conceptual understanding of the important issues that can affect, either positively or negatively, the way the organization manages its environmental responsibilities. Issues are important topics for the organization, problems for debate and discussion or changing circumstances that affect the organization’s ability to achieve the intended outcomes it sets for its environmental management system. Examples of internal and external issues which can be relevant to the context of the organization include: a) environmental conditions related to climate, air quality, water quality, land use, existing contamination, natural resource availability and biodiversity, that can either affect the organization’s purpose, or be affected by its environmental aspects; b) the external cultural, social, political, legal, regulatory, financial, technological, economic, natural and competitive circumstances, whether international, national, regional or local; c) the internal characteristics or conditions of the organization, such as its activities, products and services, strategic direction, culture and capabilities (i.e. people, knowledge, processes, systems). An understanding of the context of an organization is used to establish, implement, maintain and continually improve its environmental management system (see 4.4). The internal and external issues that are determined in 4.1 can result in risks and opportunities to the organization or to the environmental management system (see 6.1.1 to 6.1.3). The organization determines those that need to be addressed and managed (see 6.1.4, 6.2, Clause 7, Clause 8 and 9.1).
1) 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 its environmental management system.
Determining internal and external issues relevant to an Environmental Management System (EMS) involves a systematic process of analysis and assessment. Here’s a step-by-step guide on how an organization can determine these issues:
Leadership Involvement: Ensure that top management and leadership are committed to understanding the environmental context of the organization. This commitment provides the necessary resources and support for the analysis.
Establish a Team: Create a cross-functional team responsible for identifying internal and external issues. This team should include individuals with knowledge of various aspects of the organization, such as environmental compliance, operations, legal, and strategic planning.
Stakeholder Analysis:
External Issues: – Identify and list the organization’s key external stakeholders. These can include regulatory agencies, customers, suppliers, neighboring communities, environmental organizations, and the public. – Analyze the interests, concerns, and expectations of these stakeholders regarding the organization’s environmental performance. – Consider how these external stakeholders can influence or be influenced by the organization’s environmental activities.
Internal Issues: – Evaluate the organization’s internal processes, procedures, and operations that have an impact on the environment. – Identify internal resources and capabilities related to environmental management, such as staff expertise, technology, and financial resources. – Consider the organization’s culture, values, and attitudes toward environmental responsibility.
Environmental Aspects Identification:
Identify the specific environmental aspects associated with the organization’s activities, products, and services. These are the elements of the organization’s operations that can interact with the environment.
Assess the significance of each environmental aspect in terms of its potential environmental impact.
Legal and Regulatory Analysis:
Identify and understand the relevant environmental laws, regulations, and standards applicable to the organization’s operations.
Evaluate compliance with these legal requirements and assess any potential risks or liabilities.
SWOT Analysis: Conduct a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis to assess how internal and external issues can affect the organization’s environmental management. This helps identify areas for improvement and potential strategic advantages.
Documentation: Document the results of the analysis in a comprehensive environmental context analysis report. This report should include a summary of identified issues, their significance, and their potential impact on the EMS and environmental performance.
Review and Update: Regularly review and update the analysis to ensure that it remains current and relevant. Environmental contexts can change due to new regulations, stakeholder concerns, or shifts in the organization’s operations.
Integration: Integrate the findings from the environmental context analysis into the organization’s EMS. Use this information to set environmental objectives, targets, and action plans that align with the identified issues and opportunities.
By following these steps, an organization can determine its internal and external issues relevant to its Environmental Management System and develop a more effective and tailored approach to environmental management. This process not only helps ensure compliance with ISO 14001 but also enhances the organization’s environmental performance and sustainability efforts.
Internal and external issues that can affect an organization’s ability to achieve the intended outcomes of its Environmental Management System (EMS) can vary widely depending on the nature of the organization, its industry, and its specific environmental context. Here are some examples of both internal and external issues:
Internal Issues:
Resource Constraints: Limited financial resources, inadequate staffing, or insufficient technology and equipment can hinder the organization’s ability to implement and maintain effective environmental management practices.
Lack of Employee Engagement: A disengaged or uninformed workforce may not fully support or participate in environmental initiatives, making it challenging to achieve environmental objectives.
Inadequate Training: Insufficient training on environmental procedures and practices can lead to errors and non-compliance with environmental regulations.
Operational Inefficiencies: Inefficient production processes or excessive waste generation can negatively impact the organization’s environmental performance.
Cultural Barriers: An organizational culture that does not prioritize sustainability and environmental responsibility can impede progress in achieving environmental goals.
Lack of Leadership Commitment: Without visible support and commitment from top management, it may be challenging to drive environmental improvements throughout the organization.
External Issues:
Regulatory Changes: Changes in environmental laws and regulations can require organizations to adapt their practices and procedures to remain compliant.
Market Trends: Consumer preferences and market demands for environmentally friendly products and practices can influence the organization’s competitiveness and market access.
Supply Chain Risks: Environmental risks in the supply chain, such as disruptions due to climate events or resource scarcity, can impact the organization’s ability to source materials and deliver products/services.
Stakeholder Expectations: Stakeholder demands for transparency, sustainability, and ethical practices can affect the organization’s reputation and social license to operate.
Climate Change: The physical impacts of climate change, such as extreme weather events or changing weather patterns, can disrupt operations and supply chains.
Competitive Pressures: Competitors adopting more sustainable practices may put pressure on the organization to improve its environmental performance to remain competitive.
Community Concerns: Local communities may raise environmental concerns related to the organization’s operations, potentially leading to protests, legal challenges, or reputational damage.
Resource Availability: Availability and cost fluctuations of natural resources, such as water, energy, and raw materials, can impact operational efficiency and sustainability.
Technological Advances: Advancements in environmental technologies may create opportunities for improved environmental performance or disrupt traditional business models.
Global Events: Global events such as pandemics, geopolitical instability, or economic crises can impact supply chains, regulations, and market dynamics, affecting the organization’s ability to manage its environmental aspects effectively.
It’s essential for organizations to continuously monitor, assess, and respond to these internal and external issues to ensure that their EMS remains effective and aligned with their environmental objectives and goals. The organization should also use this information to set priorities, establish environmental targets, and develop strategies to mitigate risks and capitalize on opportunities.
2) Such issues shall include environmental conditions being affected by or capable of affecting the organization.
When identifying internal and external issues for an organization’s Environmental Management System (EMS), it’s crucial to include environmental conditions that can impact the organization or are influenced by the organization’s activities. These environmental conditions are an integral part of understanding the organization’s environmental context. Here’s a more detailed explanation:
Environmental Conditions Affecting the Organization (External Issues):
Climate Change: The organization should consider how climate change, including factors like rising temperatures, changing weather patterns, and increased frequency of extreme events, can impact its operations, supply chain, and long-term sustainability.
Natural Disasters: Assess the risk of natural disasters, such as hurricanes, floods, wildfires, or earthquakes, in the region where the organization operates. These events can disrupt operations and have significant environmental implications.
Resource Scarcity: Examine the availability of critical resources like water, energy, and raw materials in the areas where the organization operates. Resource scarcity can affect production processes, costs, and the organization’s environmental footprint.
Biodiversity and Ecosystem Health: Consider the local biodiversity and the health of ecosystems near the organization’s facilities. Activities that negatively impact biodiversity or ecosystem health can lead to regulatory and reputational risks.
Air and Water Quality: Evaluate the quality of air and water in the organization’s operational areas. Poor air or water quality can lead to health issues, regulatory challenges, and community concerns.
Environmental Pollution: Assess the presence and impact of pollution sources, including industrial emissions, waste disposal sites, or contaminated land, in the organization’s vicinity. Such pollution sources can affect both the environment and public health.
Environmental Conditions Influenced by the Organization (Internal Issues):
Emissions and Pollution: Examine the organization’s emissions of greenhouse gases, air pollutants, and water pollutants. These emissions can contribute to local and global environmental conditions.
Resource Consumption: Evaluate the organization’s resource consumption, including energy, water, and raw materials. Efforts to reduce resource consumption can positively influence the environment.
Waste Generation: Analyze the types and quantities of waste generated by the organization’s operations. Reducing waste generation and improving recycling and waste management practices can contribute to better environmental conditions.
Land Use and Habitat Impact: Consider how the organization’s land use practices, including construction and development, may impact local habitats and ecosystems. Implementing sustainable land use strategies can mitigate negative effects.
Sustainability Initiatives: Review the organization’s sustainability initiatives, such as renewable energy adoption, sustainable sourcing, and waste reduction programs. These efforts can positively contribute to environmental conditions.
Stakeholder Engagement: Engage with local communities and environmental organizations to understand their concerns and feedback regarding the organization’s environmental impact. This can help identify areas for improvement.
By including these environmental conditions that affect or are influenced by the organization in the assessment of internal and external issues, the organization can develop a more comprehensive understanding of its environmental context. This knowledge forms the basis for effective environmental management and decision-making within the EMS.
3) Methodologies to understand the internal and external issues related to Environmental Management system
Organizations can adopt various methodologies and approaches to understand the external and internal issues related to their Environmental Management System (EMS). The choice of methodology may depend on the organization’s size, industry, complexity, and resources. Here are some commonly used methodologies:
1. Stakeholder Analysis:
Identify Key Stakeholders: Identify the key external stakeholders who have an interest in or can impact the organization’s environmental performance. This may include regulatory agencies, customers, suppliers, local communities, and environmental organizations.
Engagement and Consultation: Engage with these stakeholders through surveys, interviews, focus groups, or public consultations to gather their views, concerns, and expectations related to environmental matters.
Assess Stakeholder Influence: Assess the level of influence each stakeholder group has on the organization’s operations and decision-making processes.
2. Environmental Aspect Identification:
Process Mapping: Analyze and map out the organization’s processes, activities, and operations to identify the environmental aspects associated with each activity. This helps in understanding how internal operations impact the environment.
Impact Assessment: Evaluate the significance of each environmental aspect in terms of its potential environmental impact, considering factors like emissions, resource consumption, and waste generation.
3. Legal and Regulatory Analysis:
Legal Register: Create and maintain a legal register that lists all relevant environmental laws, regulations, and standards that apply to the organization’s operations. This helps in understanding the external legal context.
Compliance Assessment: Regularly assess and document the organization’s compliance with these legal requirements, including permits, reporting obligations, and deadlines.
Conduct a SWOT analysis to evaluate the organization’s internal strengths and weaknesses concerning environmental management and its external opportunities and threats. This helps in assessing the overall environmental context.
5. Environmental Audits and Assessments:
Conduct environmental audits or assessments of the organization’s operations to identify environmental issues and potential improvements. These audits can provide valuable insights into internal environmental issues.
6. Industry Benchmarks and Best Practices:
Research industry benchmarks and best practices related to environmental management. Compare the organization’s practices to industry leaders to identify areas for improvement.
7. Sustainability Reporting and Disclosure:
Review and analyze sustainability reports and disclosures from similar organizations to gain insights into common environmental issues and stakeholders’ expectations.
8. Professional Environmental Consultants:
Engage environmental consultants or experts who specialize in EMS and sustainability to conduct assessments, audits, and stakeholder engagement on behalf of the organization.
9. Environmental Management System (EMS) Reviews:
Regularly review and evaluate the effectiveness of the organization’s existing EMS to identify internal issues and opportunities for improvement.
10. Data and Metrics Analysis:
Analyze environmental data and performance metrics to identify trends, patterns, and areas that require attention. This includes tracking resource consumption, emissions, and waste generation.
Whichever methodology or combination of methodologies an organization chooses to adopt, it’s essential to document the results and use them to inform the development and ongoing improvement of the EMS. This process should be iterative, with periodic reviews and updates to ensure the organization remains responsive to its internal and external environmental context.
Documented Information required
There is no mandatory requirement of Documented Information for this clause ,however it does require organizations to document the information necessary for understanding their context effectively. Here are the key documents and records that are typically associated with Clause 4.1 of ISO 14001:2015:
Environmental Context Analysis Report: This is a key document that summarizes the organization’s assessment of internal and external issues relevant to its EMS. It should include information on stakeholder analysis, legal and regulatory requirements, environmental aspects, and other factors that influence the organization’s environmental performance.
Stakeholder Analysis: Documentation of the organization’s identification of external stakeholders, their interests, concerns, and expectations related to the environment and the organization’s operations.
Legal and Regulatory Register: A record of the environmental laws, regulations, and standards that are applicable to the organization’s activities, along with a description of how the organization complies with these requirements.
Environmental Aspects Register: A record of the organization’s identified environmental aspects, their significance, and how they are managed or controlled within the EMS.
SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats): While not explicitly required, organizations often document the results of their SWOT analysis to assess how internal and external issues may affect their EMS and environmental performance.
Documentation of Leadership Commitment: Records demonstrating the commitment of top management to the understanding of the organization’s environmental context, including minutes of meetings, policy statements, or communication materials.
Training Records: If necessary, records of employee training related to environmental issues and the organization’s context.
Communication Records: Documentation of internal and external communication related to the organization’s environmental context and EMS.
Environmental Performance Indicators: Records of key performance indicators (KPIs) or metrics used to measure and monitor the organization’s environmental performance in relation to its context.
It’s important to note that ISO 14001:2015 emphasizes flexibility and the need for organizations to determine what documentation and records are appropriate for their specific circumstances. The level of detail and the specific documents and records maintained may vary depending on the organization’s size, complexity, and industry. The main objective is to ensure that the organization has documented the information necessary to understand its context effectively and make informed decisions regarding its environmental management system and environmental objectives.
Example of Procedure for Understanding the Organization and Its Context
Objective: To systematically identify and assess internal and external issues relevant to the organization’s EMS, ensuring that the organization has a clear understanding of its environmental context.
Responsibilities:
Top Management: Overall responsibility for approving the procedure and providing necessary resources.
Environmental Management Representative: Overseeing the implementation of this procedure.
Cross-functional team: Comprised of representatives from relevant departments, responsible for conducting the analysis.
Procedure Steps:
Step 1: Establishment of the Cross-functional Team
1.1. Top management designates and appoints members of the cross-functional team responsible for understanding the organization’s environmental context.
Step 2: Scope Definition
2.1. Define the scope of the environmental context analysis. Identify the boundaries of the organization’s operations and the specific aspects and locations to be included in the analysis.
Step 3: Identification of External Issues
3.1. Identify external stakeholders relevant to the organization. This may include but is not limited to regulatory agencies, customers, suppliers, local communities, and environmental organizations.
3.2. Gather information on the interests, concerns, and expectations of these external stakeholders regarding the organization’s environmental performance through surveys, interviews, and publicly available information.
3.3. Assess the influence and significance of each external stakeholder group on the organization’s operations and decision-making.
3.4. Document the results of the stakeholder analysis in a Stakeholder Engagement Report.
Step 4: Identification of Internal Issues
4.1. Analyze the organization’s processes, activities, and operations to identify environmental aspects associated with each activity.
4.2. Evaluate the significance of each environmental aspect in terms of its potential environmental impact. Consider factors such as emissions, resource consumption, and waste generation.
4.3. Document the identified environmental aspects and their significance in an Environmental Aspect Identification Report.
Step 5: Legal and Regulatory Analysis
5.1. Create and maintain a legal register listing all relevant environmental laws, regulations, and standards applicable to the organization’s operations.
5.2. Conduct regular assessments to ensure compliance with legal requirements, including permits, reporting obligations, and deadlines.
5.3. Document the results of legal and regulatory assessments in a Legal and Regulatory Compliance Report.
Step 6: SWOT Analysis
6.1. Conduct a SWOT analysis to assess the organization’s internal strengths, weaknesses, opportunities, and threats related to environmental management.
6.2. Document the results of the SWOT analysis in an Environmental SWOT Analysis Report.
Step 7: Review and Documentation
7.1. Review and synthesize the information gathered from Steps 3 to 6 to develop a comprehensive understanding of the organization’s environmental context.
7.2. Document the findings in an Environmental Context Analysis Report, which summarizes the organization’s internal and external issues and their relevance to the EMS.
Step 8: Communication and Reporting
8.1. Communicate the results of the environmental context analysis to relevant stakeholders, including top management and those responsible for the EMS.
8.2. Use the information to inform the development of the EMS, including setting environmental objectives and targets.
Step 9: Review and Continual Improvement
9.1. Periodically review and update the environmental context analysis to ensure it remains current and relevant.
9.2. Use the findings to drive continual improvement in the organization’s environmental performance and EMS.
Step 10: Record Keeping
10.1. Maintain records of all documents and reports generated during the environmental context analysis process, including stakeholder engagement reports, aspect identification reports, legal compliance reports, and SWOT analysis reports.
Do you have a current Occupational Health and Safety plan?
Is a dedicated budget allocated for OHS programs?
Is OHS awareness promoted by ensuring local standards and practices comply with legislative requirements, University procedures and guidelines?
Roles and Responsibilities
Is there a Safety Officer appointed for the unit? Please name
Is there a Health and Safety Representative elected for the designated work group (DWG)? Please name:
Has a First Aid Coordinator been appointed to your unit?Please name:
Has the monitoring of Occupational Health and Safety responsibilities, accountabilities and obligations of managers and supervisors, academics and professional been documented?
Have annual work or development goals been entered into all staff “KPI’s?
Communication and Consultation
Is OHS a standing agenda item at all work area meetings?
Are staff in your area notified of local OHS committee meetings?
Do staff receive requests for agenda items for OHS committee meetings?
Are minutes of OHS meetings made accessible to all staff?
Does your work area follow the OHS procedures for consultation?
Training
Do you have a system to identify OHS training requirements for all staff?
Have all staff with safety roles (including managers and supervisors) undertaken all required OHS training?
Do all staff complete a OHS induction that has been developed in accordance with the Local Induction procedure?
Do all Contractors and Visitors complete a local OHS induction that has been developed in accordance with the OHS Induction procedure?
Workplace inspections
Are workplace inspections carried out in all of the work areas each year?
Have workplace inspection findings been forwarded to the OH&S unit and added to your corrective actions register?
Wellbeing
Is there someone responsible for coordinating wellbeing programs in your unit?
Does your unit have a wellbeing program/ initiative in place? Please list
Electrical safety
Has electrical equipment been tested and tagged according to OHS requirements?
Machinery or Equipment
Does your unit use machinery/equipment (other than personal computers and office equipment)?
Does your unit have a plant register?
Are electrical high voltage equipment protected by RCD or lock out mechanisms?
Is all machinery adequately equipped with guarding and emergency stop capabilities?
Do certain types of machinery require clearance zones for safe operation?
If you supply machinery/ equipment to other areas has this been risk managed?
Gas cylinders
Are all gas cylinders controlled by your unit ‘in use’?
Is there a procedure for the storage and handling of gas cylinders?
Are gas cylinders stored according to Muncipal guidelines?
Chemicals
Does your unit use chemicals, e.g. for work procedures, cleaning, teaching, research, preparation of materials?
Are local procedures in place for unattended chemical reactions?
Does your unit use any scheduled carcinogens?
Is there a procedure for storage and handling of scheduled carcinogens?
Have the appropriate health surveillance measures been identified from a risk assessment?
Do you supply chemical substances to other areas?
Do you supply a Safety Data Sheet (SDS) for the chemical substances you supply?
Are chemicals stored according to Monash University storage limits for dangerous goods?
Do you have a process for labelling stored (including fridges and freezers) and decanted chemicals?
Are the dangerous goods storage cabinets functioning according to the manufacturing standards?
Is there a process for regular testing of safety showers?
Lasers
Has your unit appointed a laser safety officer?
Does your unit have an established system for local training on?
Does your unit have an established system for authorisation of users of lasers?
Does your unit have a system to control access to lasers? (door interlocks, emission indicators)
Does your unit require laser eye exams for students and staff that work with lasers?
Radiation
Have you notified Occupational Health and Safety of all radioactive sources in use?
Has your unit appointed a radiation safety officer (RSO)? Please name
Are radioactive sources and apparatus registered as required under the Radiation Act?
Does your unit have a purchasing procedure for radioactive substances, sources and apparatus to ensure the appropriate licenses are in place before purchasing?
Does your unit have a system to monitor staff and student exposure to ionising radiation (e.g. personal radiation monitoring badges)?
Does your unit have a system to control access to radioactive sources and X-ray units, e.g. locked cupboards or laboratory, log books, etc.?
Does your unit have established procedures for the disposal of radioactive waste that it generates?
Biologicals and Animals
Have immunisation requirements been identified?
2. Legal & Regulatory Requirements
Checklist for Legal & Regulatory Requirements
OBSERVATIONS
Are they aware of the regulatory requirements the company is subject to?
Have any conditions been set for these regulatory requirements?
What consents are applied to the site? Who keeps these?
Have there been any instances of non-compliance and if so what was the outcome?
Are there any Industry Sector Codes which you should comply with?
3. Noise
Checklist for Noise
OBSERVATIONS
Do you regularly measure the level of noise throughout your organisation?
Is it within acceptable limits?
Do you have a regular monitoring programme?
Are records maintained?
4. Odour
Checklist for Odour
OBSERVATIONS
Do your processes permit the release of odour?
Do you have criteria for acceptability?
What steps are taken if this criterion is exceeded?
Are records maintained?
5. Dust
Checklist for Dust
OBSERVATIONS
Is there a likelihood of dust emissions?
If so how is this contained?
Clause 4: Context of the organization
Clause 4.1 Understanding the organization and its context
Requirements
Objective evidence / Remarks
1) Have you determined external and internal issues that are relevant to your purpose and your strategic direction and that affect your ability to achieve the intended outcomes of your Occupational Health and Safety Management System? 2) How do you monitor and review information about these external and internal issues?
Evidence/Action Required
There are many internal and external issues that affect, or have the potential to affect, the OH&S management system. It is imperative these are identified so that there is clear understanding and appreciation of the operating environment. Ensure that OH&S-related internal and external factors and conditions have been identified that could affect, or be affected by, your organisation’s activities. Ensure that any significant risks and opportunities been identified. What drives the OH&S culture of your organization? Using the SWOT and PESTLE analysis templates, undertake an analysis of internal and external issues. This provides clear evidence that a comprehensive process has been carried out to understand the context within which your organization operates. This activity will also help to determine the scope of OH&S management system as required under Clause 4.3 and 9.3b. Examples of external issues suitable for PESTLE analysis include: 1. Pressure groups and worker unions; 2. Insurers and stakeholder views; 3. Economic conditions; 4. Social expectations and political priorities; 5. Legislation and enforcement; 6. National/international agencies. Examples of internal issues suitable for SWOT analysis include: 1. Structure, accountabilities, competence, commitment and control; 2. New products, contractual issues, cooperation and communication.
Clause 4.2 Understanding the needs and expectations of interested parties
Requirements
Objective evidence / Remarks
1) Have you determined the following: a) the interested parties in addition to workers that arerelevant to the Occupational Health and Safety Management System? b) the needs and expectations of these interested parties that are relevant to the Occupational Health and Safety Management System? c) which of these needs and expectations are, or could become legal requirements and other requirements? 2) How do you monitor and review information about these interested parties and their relevant needs and expectations?
Evidence/Action Required
Interested parties are stakeholders – any individual or organization that can affect the OH&S management system, or any individual or organization that the management system can affect. In both cases, the effect can be negative as well as positive. Who might affect or be affected by your activities and what their relevant and significant interests might be? Have you taken their needs into account within the OH&S management system? 1. Needs and expectations of both managerial, and non-managerial workers, and workers representatives (where they exist); 2. Affect OH&S management system or which perceive themselves to be affected by OH&S system (A.4.2); 3. Worker and appropriate workers’ representatives; 4. Legal and regulatory authorities; 5. Parent organizations; 6. Suppliers, co-contractors and subcontractors; 7. Workers’ organizations (trade unions) and employers’ organizations 8. Owners, shareholders, clients, visitors, local community, neighbours, general public; 9. Occupational health and safety organizations; occupational safety and health-care professionals (e.g., doctors, nurses). The first task in meeting the requirements of this clause is to identify all the stakeholders and interested parties and undertake a comprehensive stakeholder analysis. The Stakeholder Analysis template will also provide useful information that will further underpin the requirements of Clause 4.3, 6.1 and 9.1.2.
Clause 4.3 Determining the scope of the OH & S management system
Requirements
Objective evidence / Remarks
1) Have you determined the boundaries and applicability of the OH&S management system to establish your scope? 2) When determining the scope of the OH&S management system how did you consider: a) the external and internal issues referred to in 4.1? b) the requirements of relevant interested parties referred to in 4.2? c) take into account the planned or performed work related activities? 3) Is the scope available as documented information?
Comments
The scope and boundaries of the OH&SManagement Systemmust now be thoroughly examined and defined considering the aforementioned interested parties and their needs, plus resulting compliance obligations. Also requiring consideration are the OH&SManagement Systemfunctions and physical boundaries, and all products, services, and activities, including the organization’s ability to exert control on external factors, with the results of the whole definition included in the OH&SManagement Systemand kept critically as “documented information.”
Clause 4.4 OH & S Management System
Requirements
Objective evidence / Remarks
1) Have you implemented and have the system in place to maintain and continually improve your OH&S management system, including the processes needed and their interactions, in accordance with the requirements of ISO 45001?
Comments
There is now a greater focus on the OH&S processes and the associated documentation. The Process Matrix template provides a useful tool for identifying and addressing the requirements of this clause. It provides useful evidence for demonstrating the processes that underpin OH&S activities. It is also a useful planning tool in terms of providing input into the requirements of other clauses including those associated with risk, planning, resources, and the monitoring and measuring of outputs of the management system. The process matrix can be a useful artefact to present at audit.
Clause 5: Leadership
Clause 5.1 Leadership and commitment
How is it evident that Top Management is committed to OH & S and shows leadership?
Requirements
Objective evidence / Remarks
1) How does Top Management demonstrate leadership and commitment with respect to the OH&S management system: a) taking overall responsibility and accountability for the prevention of work related injury and ill health, as well as the provision of safe and healthy workplaces and activities? b) ensuring that the OH&S policy and related OH&S objectives are established for the OH&S management system and are compatible with the strategic direction of the organization? c) ensuring the integration of the OH&S management system requirements into the organization’s business processes? d) ensuring that the resources needed for the OH&S management system are available? e) communicating the importance of effective OH&S management and of conforming to the OH&S management system requirements? f) ensuring that the OH&S management system achieves its intended outcomes? g) directing and supporting workers to contribute to the effectiveness of the OH&S management system? h) ensuring and promoting continual improvement? i) supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility? j) developing, leading and promoting a culture in the organisation that supports the intended outcomes ofthe OH&S management system? k) protecting workers from reprisals when reporting incidents, hazards, risks and opportunities? l) ensuring the organisation establishes and implements a process(es) for consultation and participation of workers? m) supporting the establishment and functioning of health and safety committee?
Evidence/Action Required
Minor change. Is top management engaged and leading OH&S, rather than delegating to someone further down your organisation. Are workers being involved directly to protect, improve performance, and support the OH&S system. 1. Ensuring that the OHS policy and OHS objectives are established and are compatible with the strategic direction of the organisation; 2. Integrating the OHS management system requirements into the organisation’s business processes; 3. Providing the necessary resources for the OHS management system; 4. Communicating the importance of effective OHS management; 5. Directing and supporting persons to contribute to the effectiveness of the OHS management system; Assisting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility.
Clause 5.2 OH & S Policy
Seek objective evidence for top management’s involvement in establishing, implementing and maintaining an environmental policy.
Requirements
Objective evidence / Remarks
1) Have top management established, implemented and maintained a OH&S policy that: a) includes a commitment to provide safe and healthy working conditions for the prevention of work related injury and ill health and is appropriate to the purpose, size and context of the organisation and to the specific nature of its OH&S risks and opportunities? b) provides a framework for setting OH&S objectives? c) includes a commitment to fulfil legal requirements and other requirements? d) Includes a commitment to eliminate hazards and reduce OH&S risks? e) includes commitment to continual improvement of the OH&S management system? f) includes a commitment to consultation and participation of workers, and , where they exist workers representative? 2) Is the OH&S policy •available as documented information • communicated within the organisation • available to interested parties • relevant and appropriate?
Evidence/Action Required
Enhanced requirements from the 2007 version: more attention to be paid to the communication and participation of workers, across the organization. Organizations must commit to “satisfy” legal and other requirements and must apply the hierarchy of controls to OH&S risks. The policy must be available as documented information. Update your safety policy statement to emphasise communication and the participation of workers, across the organization; commit to satisfy legal and other requirements; commit to the hierarchy of controls to OH&S risks.
Clause 5.3 Organizational roles, responsibilities and authorities
Requirements
Objective evidence / Remarks
1) Does top management ensure that the responsibilities and authorities for relevant roles within the OH&S management system are assigned, available as documented information, communicated and understood at all levels within the organization? Do workers assume responsibility for those aspects of the OH&S management system for which they have control? Has top management assigned the responsibility and authority for: a) ensuring that the OH&S management system conforms to the requirements of ISO 45001? b) reporting on the performance of the OH&S management system to top management?
Evidence/Action Required
Top management can delegate tasks but not responsibility. ISO 45001 requires personal involvement from top management in the OH&S management system. A traditional organization chart is still an excellent tool for illustrating reporting lines, but it is imperative that it is kept up to date, available as documented information, as both hard and soft copies. Auditors frequently use the organization chart as a starting point for an audit because it should clearly illustrate the scope of the OH&S management system.
Clause 5.4 Consultation and participation of workers
Requirements
Objective evidence / Remarks
Has your organisation established, implemented and maintained a processes for consultation and participation of workers at all applicable levels and functions, and where they exist, workers representatives, in the development, performance evaluation and actions for improvement of the OH&S system? Does the organisation: a. provide mechanisms, time, training and resources necessary for consultation and participation? b. provide timely access to clear, understandable and relevant information about the OS&H management system? c. determine and remove obstacles or barriers to participation and minimise those that cannot be removed? d. emphasize the consultation of non-managerial workers on the following: 1. determining the needs and expectations of interested parties? 2. establishing the OH&S policy? 3. assigning organisational roles, responsibilities and authorities, as applicable? 4. determining how to fulfil legal and other requirements? 5. establish and plan to achieve OH&S objectives? 6. determining applicable controls for outsourcing, procurement and contractors? 7. determining what needs to be monitored, measured and evaluated? 8. planning, establishing, implementing and maintaining an audit programme? 9. ensuring continual improvement? e. emphasize participation of non-managerial workers in the following: 1. determining the mechanisms for their consultation and participation? 2. identifying hazards and assessing risks and opportunities? 3. determining actions to eliminate hazards and reduce OH&S risks? 4. determining competence requirements, training needs, training and evaluating training? 5. determining what needs to be communicated and how it is to be done? 6. determining control measures and their effective implementation and use?
Evidence/Action Required
This clause has been substantially strengthened to capture and promote worker participation, engagement and communications. Promote the participation of non-managerial roles within the OH&S system requirements, including incident investigations, risk assessments, plus control and monitoring activities including internal auditing. Demonstrate the participation of non-managerial employees in OH&S management, including incident investigations, risk assessments, control and monitoring activities and internal auditing.
Clause 6: PLANNING
Clause 6.1 Actions to address risks and opportunities
Clause 6.1.1 General
Requirements
Objective evidence / Remarks
When planning for the OH&S management system, have you considered the issues referred to in 4.1 and the requirements referred to in 4.2 and 4.3 and determined the risks and opportunities that need to be addressed to: a) give assurance that the OH&S management system can achieve its intended outcomes? b) prevent, or reduce, undesired effects? c) achieve continual improvement? When determining the risks and opportunities for the OH&S management system and its intended outcome has the organisation taken into account: • hazards • OH&S risks and other risks • OH&S opportunities and other opportunities • Legal and other requirements? Has your organization in its planning process determined and assessed the risks and opportunities relevant to the intended outcomes of the OH&S system associated with planned changes permanent or temporary before the change is implemented? Does your organization maintain documented information on: • risks and opportunities? • the process and actions needed to determine and address its risks and opportunities to the extent necessary to have confidence that they are carried out as planned?
Evidence/Action Required
Ensure that the risks and opportunities from 4.1 are documented and that actions have been defined to take advantage of opportunities and mitigate the risks associated with the OH&S management system? Demonstrate that these actions have been effective. This information must be available as documented information.
Clause 6.1.2 Hazard identification and assessment of risks and opportunities.
6.1.2.1 Hazard identification
Requirements
Objective evidence / Remarks
Has the organisation established, implemented and maintained a process(s) for hazard identification that is ongoing and proactive? Do the processes take into account, but not be limited to: a) how work is organised, social factors(including workload, work hours, victimization, harassment and bullying) leadership and the culture of the organisation? b) routine and non-routine activities and situations, including hazards arising from: 1. infrastructure, equipment, materials, substances and the physical conditions of the workplace? 2. product and service design, research, development, testing, production, assembly, construction, service delivery, maintenance and disposal? 3. human factors? 4. how work is performed? c) past relevant incidents, internal or external to the organisation, including emergencies, and there causes? d) potential emergency situations? e) people, including consideration off: 1. those with access to the workplace and their activities, including workers, contractors, visitors and other persons? 2. those in the vicinity of the workplace who can be affected by the activities of the organisation? 3. workers at a location not under the direct control of the organisation? f) other issues, including consideration of: 1. the design of work areas, processes, installations, machinery/equipment, operating procedures and work organisation, including their adaptation to the needs and capabilities of the workers involved? 2. situations occurring in the vicinity of the workplace caused by work-related activities under the control of the organisation? 3. Situations not controlled by the organisation and occurring in the vicinity of the workplace that can cause injury and ill health to persons in the workplace? g) actual or proposed changes in organisation, operations, processes, activities and the OH&S management system?
Evidence/Action Required
Ensure your organization’s hazard identification process considers: 1. Routine and non-routine activities and situations; 2. Human factors; 3. New or changed hazards; 4. Potential emergency situations; 5. People; 6. Changes in knowledge of, and information about, hazards. In 6.1.1, there is a new requirement to identify opportunities, as well as: 1. Consideration of workers at a location not under the direct control of the organization; 2. Consideration of those in the vicinity of the workplace who can be affected by the activities of the organization; Other issues including situations not controlled by the organization and occurring in the vicinity of the workplace that can cause ‘work-related’ injury or ill health.
Clause 6.1.2.2 Assessment of OH&S risks and other risks to the OH&S management system
Requirements
Objective evidence / Remarks
Has the organisation established implemented and maintained a process to: a) assess OH&S risks from the identified hazards, while taking into account the effectiveness of existing controls? b) determine and assess the other risks related to the establishment, implementation, operation and maintenance of the OH&S management system? Has the organisation’s methodologies and criteria for the assessment of OH&S risks been defined with respect to the scope, nature and timing to ensure they are proactive rather than reactive and are used in a systematic way? Does the organisation maintain and retain documented information on the methodologies and criteria?
Evidence/Action Required
Processes for the assessment of risk to the OH&S management system must be available as documented information and must consider day-to-day operations and decisions (e.g. peaks in work flow, restructuring) as well as external issues (e.g. economic change). Methodologies can include ongoing consultation of workers affected by day-to-day activities (e.g. changes in work load), monitoring and communication of new legal requirements and other requirements (e.g. regulatory reform, revisions to collective agreements regarding occupational health and safety), and ensuring resources meet existing and changing needs (e.g. training on, or procurement of, new improved equipment or supplies).
Clause 6.1.2.3 Assessment of OH&S opportunities and other opportunities for the OH&S management system
Requirements
Objective evidence / Remarks
Have the organisation established, implemented and maintained processes to assess: a) OH&S opportunities to enhance OH&S performance, while taking into account planned changes to the organisation, its policies, its processes and its activities and: 1. opportunities to adapt work, work organisation and work environment to workers? 2. Opportunities to eliminate hazards and reduce OH&S risks? b) Other opportunities for improving the OH&S system?
Evidence/Action Required
Legal requirements can result in risks and opportunities to the organization and may arise from mandatory requirements, applicable laws and regulations, voluntary commitments such as organizational and industry standards, contractual relationships, principles of good governance and community and ethical standards. Maintain documented information on legal, and other requirements.The needs and expectations from interested parties only become obligatory requirements for an organization if it chooses to adopt them.
Clause 6.1.3 Compliance obligations
Requirements
Objective evidence / Remarks
Has the organisation established, implemented and maintained processes to: a) determine and have access to up to date legal requirements and other requirements that are applicable to the hazards, OH&S risks and OH&S management system? b) determine how these legal requirements and other requirements apply to the organization and what needs to be communicated? c) take legal and other requirements into account when establishing implementing, maintaining and continually improving its OH&S management system? Does the organisation maintain and retain information on its legal and other requirements? How does the organisation ensure its legal requirements are up to date and reflect any changes?
Evidence/Action Required
Legal requirements can result in risks and opportunities to the organization and may arise from mandatory requirements, applicable laws and regulations, voluntary commitments such as organizational and industry standards, contractual relationships, principles of good governance and community and ethical standards. Maintain documented information on legal, and other requirements. The needs and expectations from interested parties only become obligatory requirements for an organization if it chooses to adopt them.
Clause 6.1.4 Planning action
Requirements
Objective evidence / Remarks
Does the organizations plan include: a) Actions to address these risks and opportunities, address legal and other requirements and prepare for and respond to emergency situations? b) How to integrate and implement the actions into its OH&S management system processes or other business processes? Has the organization taken into account the hierarchy of controls and outputs and outputs from OH&S management system when planning to take action? Does the organization take into account best practice, technological options and financial, operational and business requirements when planning its actions?
Evidence/Action Required
This is a new element of the standard. The essence is that it be clear how the management system addresses the risks, opportunities, compliance obligations and emergency preparedness and response measures arising from 6.1.2, 6.1.3 and 8.2. This can take the form of control measures in the implementation section (8), or formulating objectives (including for improvement), as seen in 6.2.
Clause 6.2 Environmental objectives and planning to achieve them
Clause 6.2.1 Environmental objectives
Requirements
Objective evidence / Remarks
Your organization established OH&S objectives at relevant functions, levels that are needed to maintain and continually improve the OH&S management system? Are the OH&S objectives: a) consistent with the OH&S policy? b) measurable or capable of performance evaluation? c) take into account applicable requirements, the results of the assessment of risks and opportunities and the results of consultation with worker and workers representatives? d) monitored? e) communicated? f) updated as appropriate? Do you maintain and retain documented information on the OH&S objectives?
Evidence/Action Required
Are objectives compatible with the policy statement, OH&S risks and opportunities, business context and adequately resourced? Objectives and plans to achieve them must be documented. There should be a record of who is responsible, agreed timings, measures in place to establish progress and whether they have been achieved.
Clause 6.2.2 Planning actions to achieve environmental objectives
Requirements
Objective evidence / Remarks
When planning how to achieve your OH&S objectives, has your organization determined: a) What will be done? b) What resources will be required? c) Who will be responsible? d) When it will be completed? e) How the results will be evaluated including indicators for monitoring? f) How the actions to achieve OH&S objectives will be integrated into the organisations business processes? Do you maintain and retain documented information on the OH&S plans?
Evidence/Action Required
Objectives must support the policy requirements and have been considered in line with available resources. There should be detail of who is responsible, agreed timings and measures in place to establish progress and whether proposed achievements have been met. Objectives and plans to achieve them should be maintained and retained as documented information.
Clause 7 Support
Clause 7.1 Resources
Requirements
Objective evidence / Remarks
Has your organization determined and provided the resources needed for the establishment, implementation, maintenance and continual improvement of the OH&S management system?
Evidence/Action Required
Simply put, the standard advises the organization that the resources required to achieve the stated objectives and show continual improvement must be made available.
Clause 7.2 Competence
Requirements
Objective evidence / Remarks
Has your organization: a) determined the necessary competence of workers that affects the performance and effectiveness of the OH&S management system? b) ensured that these workers are competent (including the ability to identify hazards)on the basis of appropriate education, training, or experience? c) where applicable, taken actions to acquire and maintain the necessary competence, and evaluated the effectiveness of the actions taken? d) retained appropriate documented information as evidence of competence?
Evidence/Action Required
Documented evidence of competence. Documented evidence that the effectiveness of training has been checked.
Clause 7.3 Awareness
Requirements
Objective evidence / Remarks
How does the organization ensure that workers are aware of: a) the OH&S and objectives policy? b) their contribution to the effectiveness of the OH&S system including the benefits of improved OH&S performance? c) the implications of not conforming to the OH&S management system requirements? d) Incidents and the outcomes of investigations that are relevant to them? e) Hazards, OH&S risks and actions determined that are relevant to them? f) the ability to remove themselves from work situations that they consider present an imminent and serious danger to their life or health, as well as the arrangements for protecting them from undue consequences for doing so?
Evidence/Action Required
Are workers aware of policy requirements, hazards & risks relevant to them and their part in the OH&S performance, including results of relevant incident investigations?
Clause 7.4 COMMUNICATION
Clause 7.4.1 General
Requirements
Objective evidence / Remarks
How have you determined the internal and external communications relevant to the OH&S management system, including: a) On what it will communicate? b) when to communicate? c) with whom to communicate: 1. Internally among the various levels and functions of the organisation? 2. Among contractors and visitors to the workplace? 3. Among other interested parties? d) how to communicate? How does the organisation take into account diversity (Gender, language, culture, literacy, disability) aspects when considering communication needs? How are the views of interested parties considered in establishing communication processes? In establishing communication processes has legal and other requirements been taken into account and that the information is consistent with other information generated from the system and reliable? Who responds to relevant communications on its OH&S management system? In what form is documented information retained as evidence of communications?
Evidence/Action Required
Participation and consultation are diffused through 45001, but this clause adds a requirement to consider what and why needs to be communicated and whether the communication was successful. In ISO 45001 there must be a process to document what, when, with whom and how communication took place. Communication with contractors is also required based on 8.1.6. Another new element is that the organization must ensure that the communicated information is reliable and is consistent with the information arising from the OH&S management system and is retained as documented information.
Clause 7.4.2 INTERNAL COMMUNICATION
Requirements
Objective evidence / Remarks
Has the organization ensured that: a) Internally communicated information is relevant to the OH&S management system among various levels and functions of the organisation. Does it include changes to the OH&S management system? b) Workers are able to contribute to continual improvement?
Evidence/Action Required
Internally, organizations have to communicate information relevant to the OH&S management system amongst all levels and functions, including information on any change, as appropriate, and have to establish a mechanism to enable all persons performing work under the organization’s control to contribute to continual improvement.
Clause 7.4.3 EXTERNAL COMMUNICATION
Requirements
Objective evidence / Remarks
Has the company got an external communication process? How does external communication of OH&S information take into account legal and other requirements?
Evidence/Action Required
Externally, organizations have to communicate as required by their compliance obligations. Additionally, organizations may choose to communicate on other issues, as appropriate.
Clause 7.5 DOCUMENTED INFORMATION
Requirements
Objective evidence / Remarks
7.5.1 GENERAL
Does your organization’s OH&S management system include: a) documented information required by ISO45001? b) documented information determined by the organization as being necessary for the effectiveness of the OH&S management system?
7.5.2 CREATING AND UPDATING
When creating and updating documented information, how does your organization ensure appropriate: a) identification and description (e.g. a title, date, author, or reference number)? b) format (e.g. language, software version, graphics) and media (e.g. paper, electronic)? c) review and approval for suitability and adequacy?
7.5.3 Control of documented information
1) How do you ensure documented information required by your OH&S management system and by ISO45001 is controlled to ensure:a) it is available and suitable for use, where and when it is needed?b) it is adequately protected (e.g. from loss of confidentiality, improper use, or loss of integrity)?2) For the control of documented information, how does your organization address the following activities, as applicable:a) distribution, access, retrieval and use? b) storage and preservation, including preservation of legibility?c) control of changes (e.g. version control)?d) retention and disposition? How do you ensure documented information of external origin is identified and controlled?
Evidence/Action Required
Documented information replaces the idea of documents and records, but no significant change is needed. The new standard refers to documented information being held in different file formats and can be whatever suits the organisation and the task at hand, e.g. electronic spreadsheets, notes on smart phones, photographs, traditional log books or work instructions, online instruction videos. For many organisations, a mix of different types of documented information work well.
Clause 8. Operation
Clause 8.1 Operational planning and control.
Clause 8.1.1 General
Requirements
Objective evidence / Remarks
Your organization plan, implement and control the processes (see 4.4) needed to meet the requirements of the OH&S management system and to implement the actions determined in Clause 6 by: a) establishing criteria for the processes? b) implementing control of the processes in accordance with the criteria? c) maintaining and keeping documented information to the extent necessary to have confidence that processes are being carried out as planned? d) adapting to workers? How does your organization coordinate the relevant parts of OH&S management system with other organisations in multi-employer situations? How does your organization ensure that outsourced processes are controlled (see 8.4)?
Evidence/Action Required
Have controls for hazards and risk controls been planned and included in operational controls and do these allow for capabilities of the workforce? Are these documented where necessary?Processes needed to meet requirements of the organisation need to be planned, implemented and controlled, as do the actions identified in Clause 6. Requirements relate to the management of change, elimination of hazards and reduction of occupational health and safety risks (hierarchy of control) and the control of procurement.
Clause 8.1.2 Eliminating hazards and reducing OH&S risks
Requirements
Objective evidence / Remarks
Has the organisation established, implemented and maintained processes for the elimination of hazards and reduction of OH&S risks using the following hierarchy of controls: a) eliminate the hazard? b) substitute with less hazardous process, operations, materials or equipment? c) use engineering controls and reorganisation of work? d) use administration controls, including training? e) use adequate personal protective equipment?
Evidence/Action Required
Is the hierarchy of OH&S controls correctly applied? Organization shall establish a process & determine controls for achieving reduction in OH&S risks using following hierarchy: 1. Hazard Elimination: avoiding risks, adapting work to workers, (integrate health safety and ergonomics when planning new work places; create physical separation of traffic between pedestrians and vehicles 2. Substitution: replacing the dangerous by non-dangerous or less dangerous (replacing solvent-based paint with water-based paint) 3. Engineering Controls: Implement collective protective measures (isolation; machine guarding; ventilation; noise reduction etc.) 4. Administrative Controls: Giving appropriate instructions to workers (lock out processes; induction; forklift driving licenses, etc.) Personal Protective Equipment (PPE): Provide PPE and instructions for PPE utilization/maintenance, i.e. safety shoes, safety glasses, hearing protection, chemical & liquid resistant gloves; electrical protection gloves, etc.)
Clause 8.1.3 Management of change
Requirements
Objective evidence / Remarks
Has the organization established processes for the implementation and control of planned temporary and permanent changes that impact performance including: a) new products, services and processes, or changes to existing products, services and processes, including: • workplace locations and surroundings? • working organisation? • working conditions? • Equipment? • work force? b) changes to legal requirements and other requirements? c) changes to knowledge or information about hazards and OH&S risks? d) developments in Knowledge and technology? Does the organisation review the consequences of unintended changes, taking action to mitigate any adverse effects, as necessary?
Evidence/Action Required
When changes to the operation are planned, is the effect on the OH&S management system considered? Documented information needs to be retained relating to planned changes and their potential impact on the OH&S management system.
Clause 8.1.4 Procurement
Clause 8.1.4.1 General
Requirements
Objective evidence / Remarks
Has the organisation established, implemented and maintained processes to control the procurement of products and services in order to ensure their conformity to its OH&S management system?
Evidence/Action Required
OH&S controls are now relevant to the purchase of goods and materials. Establish controls, within your existing procurement process, to ensure that the procurement of goods (for example products, hazardous materials or substances, raw materials, equipment) and services conform to your OH&S management system requirements. Prior to procuring goods & services, the organization should identify procurement controls that: 1. Identify and evaluate potential OH&S risks associated with products, materials, equipment, service; 2. Requirements for products, materials, equipment, services to conform to OH&S objectives; 3. Need for information, participation and communications 4. Before using verify equipment, installations and materials are adequate before being released for use by workers; 5. Items are delivered to specification and tested to ensure they function as intended; Usage requirements, precautions or other protective measures are communicated and made available.
Clause 8.1.4.2 Contractors
Requirements
Objective evidence / Remarks
Does the organization coordinate its procurement processes with its contractors, in order to identify hazards and assess and control the OH&S risks arising from: a) the contractors’ activities and operations that impact the organization? b) the organization’s activities and operations that impact the contractors workers? c) the contractors’ activities and operations that impact other interested parties in the workplace? How does the organization ensure that the requirements of its OH&S management system are met by contractors and their workers? Do the organizations procurement processes define and apply occupational health and safety criteria for the selection of contractors?
Evidence/Action Required
Controls and communication requirements with regard to contractor’s worker activities, the host company’s worker activities, and anyone who may be affected by the activity in the workplace. The establishment of controls and communication requirements with regard to contractor’s worker activities, the host company’s worker activities, and anyone who may be affected by the activity in the workplace.
Clause 8.1.4.3 Outsourcing
Requirements
Objective evidence / Remarks
How does the organization ensure outsourced functions and processes are controlled? Does the organization ensure that its outsourcing arrangements are consistent with legal requirements and other requirements and with achieving the intended outcomes of the OH&S management system? Has the type and degree of control to be applied to these functions and processes been defined within the OH&S management system?
Evidence/Action Required
The OH&S implications must be controlled as part of the purchasing process. Your organization must ensure that outsourced processes affecting OH&S management system are controlled. An outsourced process is one that: 1. Is within scope of your OH&S management system; 2. Is integral to your organization’s functioning; 3. Is needed for your OH&S management system to achieve its intended outcome; 4. Liability for conforming to requirements is retained by the organization; Organization and external provider have a relationship where the process is perceived by interested parties as being carried out by your organization.
Clause 8.2 Emergency preparedness and response.
Requirements
Objective evidence / Remarks
Has the organization established , implemented and maintained the processes needed to prepare for and respond to potential emergency situations identified in 6.1.2.1 and do they include: a) establishing a planned response to emergency situations including provision of first aid? b) providing training for the planned response? c) periodically testing and exercising the planned response capability? d) evaluating performance and as necessary, revising the planned response, including after testing and in particular after the occurrence of an emergency situation? e) communicating and providing relevant information to all workers on their duties and responsibilities? f) communicating relevant information to contractors, visitors, emergency response services, government authorities, and as appropriate local community? g) taking into account the needs and capabilities of all relevant interested parties and ensuring their involvement, as appropriate, in the development of the planned response? Has the organization maintained documented information on the process and on the plans for responding to potential emergency situations?
Evidence/Action Required
The revised standard strengthens and expands on the previous requirements and also includes communications. Ensure that emergency plans take the needs of relevant third parties into account and are tested periodically and are maintained and retained as documented information. Emergency drills should be evaluated, learned from and improved.
Clause 9 Performance evaluation.
Clause 9.1 Monitoring, measurement, analysis and evaluation
Clause 9.1.1 General Clause
Requirements
Objective evidence / Remarks
The organization shall establish, implement and maintain processes for monitoring, measurement analysis and performance evaluation. How does your organization determine: a) What needs to be monitored and measured: 1. the extent to which legal requirements and other requirements are met? 2. its activities and operations related to identified hazards, risks, and opportunities? 3. progress towards achieving OH&S objective? 4. effectiveness of operational and other controls? b) the methods for monitoring, measurement, analysis and performance evaluation needed to ensure valid results? c) the criteria against which the organization will evaluate its OH&S performance? d) when the monitoring and measuring shall be performed? e) when the results from monitoring and measurement shall be analyzed and evaluated and communicated? How does your organization evaluate the performance and the effectiveness of the OH&S management system? How does the organization ensure that monitoring and measuring equipment is calibrated or verified as applicable, and used and maintained as appropriate? In what form does your organization retain appropriate documented information as evidence of the monitoring, measurement, analysis and performance evaluation and maintenance, calibration or verification of measuring equipment?
Evidence/Action Required
Demonstrate that there is a process in place. Monitoring, measurement, analysis and evaluation of OH&S metrics must take into account business context, relevant third parties, policy risks, opportunities and objectives. Ensure that performance monitoring and measurement results are retained as documented information.
9.1.2 Evaluation of compliance
Requirements
Objective evidence / Remarks
How does your organization establish implement and maintain processes for evaluating compliance with legal and other requirements? Does the evaluation include: a) determining the frequency and method(s) for the evaluation of compliance? b) evaluate compliance and take action if needed? c) maintaining knowledge and understanding of its compliance status with legal requirements and other requirements? d) retaining documented information of the compliance evaluation results?
Evidence/Action Required
he standard recognizes that evaluation requirements will vary from organization to organization based on factors such as size, compliance obligations, sector worked in, past history and performance, and so on, but suggests that regular evaluation is always required. If the result of a compliance evaluation reveals that a legal requirement is unfulfilled, the organization needs to assess what action is appropriate, possibly up to contacting a regulatory body and agreeing on a course of action for repair.This agreement will now see this obligation become a legal requirement. Where a non-compliance is identified by the OH&SManagement Systemand corrected, it does not automatically become a non-conformity.
Clause 9.2 Internal Audit
Requirements
Objective evidence / Remarks
9.2.1 GENERAL
Does your organization conduct internal audits at planned intervals to provide information on whether the OH&S management system: a) Conforms to: 1. the organization’s own requirements for its OH&S management system, including policy and objectives? 2. the requirements of this International Standard? b) Is effectively implemented and maintained?
9.2.2 Internal audit program
Does your organization: a) plan, establish, implement and maintain an audit programme(s) including the frequency, methods, responsibilities, planning requirements and reporting, which shall take into consideration the importance of the processes concerned, and the results of previous audits? b) define the audit criteria and scope for each audit? c) select auditors and conduct audits to ensure objectivity and the impartiality of the audit process? d) ensure that the results of the audits are reported to relevant management; ensure results of internal audits are reported to workers and where they exist, workers representatives, and other relevant interested parties? e) take action to address nonconformity and continually improve its OH&S audit programme and the audit results? f) retain documented information as evidence of the implementation of the audit programme and the audit results?
Evidence/Action Required
An internal audit is a systematic method to check organizational processes and requirements, as well as those detailed in the ISO 45001 standard. This will ensure the processes in place are effective and the procedures are being adhered to. The internal audit programme will aid the organization to achieve the OH&S objectives and targets. It helps: • Monitor compliance to policy and objectives • Provide evidence that all necessary checks are carried out • Ensure all current legislative and other requirements are met • Assess the effectiveness of risk management • Worker engagement leading to a positive safety culture • Identify improvement using ‘fresh eyes’ to review a process • Aid continual improvement Internal audits must be conducted by competent staff with a degree of impartiality to the area being audited. A risk-based approach can be applied to areas being audited with an increased focus on higher risk activities. Internal audits must be planned with an expectation of each process being audited in regular intervals. In addition to planned audits, unplanned audits may be conducted in reaction to problematic areas, near miss reports or incident data with focus on accident prevention. It is beneficial to communicate audit results to applicable interested parties including workers and set realistic completion timescales for identified ‘opportunities for improvement’ or ‘nonconformities’. Top Management must be aware of deficiencies within the system to ensure necessary resources can be allocated to mitigate the findings. Audit results will be reviewed as part of the management review process.
Clause 9.3 Management Review
Requirements
Objective evidence / Remarks
ISO 45001 requires “Top management shall review the organization’s OH&S management system, at planned intervals, to ensure its continuing suitability, adequacy, effectiveness”. What format does this review(s) take? Is your organizations management review planned and carried out taking into consideration: a) The status of actions from previous management reviews? b) Changes in external and internal issues that are relevant to the OH&S management system including: 1. Needs and expectations of interested parties? 2. Legal requirements and other requirements? 3. Risks and opportunities? c) The extent to which OH&S policy and objectives have been met? d) Information on the OH&S performance, including 1. Incidents nonconformities and corrective actions and continual improvement? 2. Monitoring and measurement results? 3. Results of evaluation of compliance with legal requirements other requirements? 4. Audit results? 5. Consultation and participation of workers? 6. Risks and opportunities? e) Adequacy of resources for maintaining an effective OH&S system? f) Relevant communication with interested parties? g) Opportunities for continual improvement? Do the outputs of the management review include decisions and actions related to: •The continuing suitability, adequacy, and effectiveness in achieving the intended outcomes? •Continual improvement opportunities? •Any need for changes to the OH&S management system? •Resource needs? •Actions needed? •Opportunities to improve integration of the OH&S system with other business processes? •Any implications for the strategic direction of the organisation? How are the relevant outputs from management review communicated to workers and where they exist workers representatives? In what form does your organization retain documented information as evidence of the results of management reviews?
Evidence/Action Required
It should be noted that, contrary to popular belief, the management review does not have tobe done all at once; it can be a series of high-level or board meetings with topics tackled individually, although it should be ona strategic and top management level. Complaints from interested parties should be reviewed by top management,with resultant improvement opportunities identified. It should be remembered that the management review generally is the one function that must be carried out accurately and diligently to ensure that the function of the OH&SManagement Systemand all resulting elementscan follow suit. It goes without saying that all details and data from the management review must be documented and recorded to ensure that the OH&SManagement Systemcan follow the specific requirements and general strategic direction for the organization detailed there.
Clause 10 Improvement
Clause 10.1 General
Requirements
Objective evidence / Remarks
How do you determine and select opportunities for improvement and implement any necessary actions to achieve intended outcomes of your OH&S management system?
Evidence/Action Required
Outputs from management reviews, internal audits, and compliance and performance evaluationsshould all be used to form the basis for improvement actions. Improvementexamples could include corrective action, reorganization, innovation, and continual improvement programs.
Clause 10.2 Incident, Nonconformity and corrective Action
Requirements
Objective evidence / Remarks
When an incident or nonconformity occurs, how does your organization: a) React in a timely manner to the incident or nonconformity and, as applicable: 1) Take action to control and correct it? 2) Deal with the consequences? b) Evaluate, with the participation of workers and the involvement of other relevant interested parties, the need for corrective action to eliminate the root cause(s) of the incident or nonconformity, in order that it does not recur or occur elsewhere, by: 1) investigating the incident or reviewing the nonconformity? 2) determining the causes of the incident or nonconformity? 3) determining if similar incidents have occurred, if nonconformities exist, or if could potentially occur? c) review existing assessments of OH&S risks and other risks, as appropriate? d) determine and implement any action needed, including corrective action, in accordance with the hierarchy of controls and the management of change? e) assess OH&S risks and that relate to new or changed hazards, prior to taking action? f) review the effectiveness of any action taken, including corrective action? g) make changes to the OH&S management system, if necessary? Does your organization take corrective actions appropriate to the effects or potential effects of the incidents or nonconformities encountered? In what form does your organization retain documented information evidence of: a) the nature of the incidents or nonconformities and any subsequent actions taken? b) the results of any action and corrective action including their effectiveness? How is this information communicated to relevant workers and, where applicable, workers representatives, and other interested parties?
Evidence/Action Required
This clause states the requirements for the occurrence of an incident or non-conformity. The requirements also include action to prevent a similar incidents or non-conformities occurring. This must be achieved via review and analysis to determine what caused it, and any actions to prevent it re-occurring in the future. This clause requires that appropriate action be taken to address the effects of the problem. This may require a simple correction by an Operative or, in a major event, significant levels of resources. A risk analysis can help to determine the appropriate actions that need to be taken. Any ongoing risks should be recorded in your risk register and taken into account during future planning activities. Any non-conformities and subsequent actions to prevent the reoccurrence and the effectiveness of the corrective action(s), should be duly documented and retained.
Clause 10.3 Continual improvement
Requirements
Objective evidence / Remarks
How does your organization continually improve the suitability, adequacy and effectiveness of the OH&S management system? How does your organization: a) enhance OH&S performance? b) promote a culture that supports the OH&S management system? c) promote the participation of workers in implementing actions for continual improvement of the OH&S management system? d) communicating the results of continual improvement workers and if appropriate workers representatives? e) maintain and retain documented information as evidence of continual improvement?
Evidence/Action Required
Demonstrate that continual improvement is planned, implemented and maintained. The required and actual outcomes of continual improvement should be communicated to employees. This clause aims to ensure progress is being made to improve the effectiveness of the OH&S management system. Overall, it is important that the processes have identified any issues and that they have been documented and are in the process of being rectified.
To provide opportunities to recognize and reward Employees for their contribution, commitment, towards Health, Safety and Environment.
2. Scope:
This procedure encompasses all XXX’s staff, workers and contract workers.
3. Definitions:
Incident
Occurrence arising out of, or in the course of, work that could or does result in injury and ill health
Near miss / dangerous occurrence
An incident where no injury, ill health or death occurred, but there is potentiality to occur the accident or ill health in case of not tacking corrective action, (i.e. unnecessary moving of vehicles and equipment in the work space and there is no safety measures applied, unsafe materials handling, improper lifting system & etc.)
Awards
In the context of this Procedure, Awards are defined as formal recognition of achievements by Employees. It typically involves a planned event or presentation where Employees are recognized by the XXX for their HSE achievements.
4. Process:
A safety award scheme will be implemented to recognize employees who contribute above their normal duties as an employee in keeping the site, themselves and other personnel safe from injury or ill health. Categories of safety award and recognition may include the following:
Safety leadership – anyone who shows leadership or takes the initiative to ensure the safety of themselves or others Safety initiatives/improvements/suggestions
Near miss reporting
Towards enhancing HSE culture and improving human behavior XXX shall initiate campaigns e.g. Work-At-Height, Hand Safety, Beat the Heat etc. throughout the year to raised awareness among workforce.
Campaign plan and safety award program will be aligned to the organization’s strategic vision and planning.
To acknowledge the contributions that employees make in fostering a culture of health and safety in the workplace a quarterly recognition award will be held on site.
All essential criteria shall be met in order to be eligible for an award which include the following
Demonstrated commitment to health and safety in the workplace. Commitment goes beyond the requirements of the employee(s) role, it is proactive and preventative. Works towards continuous improvement of health and safety in the workplace. For example activities/actions taken to prevent injuries or illnesses, prevention of unsafe conditions or practices. Promote a work and service environment that is respectful, collegial and supportive
4.1 Formal recognition – Excellence Awards
Formal recognition of Employees’ contribution, commitment, and service is provided through a variety of Excellence Awards, usually presented at a formal event. Excellence Awards normally consist of a financial grant and a certificate. Excellence Award categories are provided in the Employee Excellence Awards Schedule.
4.2 Application, assessment and approval process
4.2.1 Application
All Employees are eligible to apply for any Excellence Award. Each Excellence Award will be given to the applicant who best meets the selection criteria for each Excellence Award as outlined in the relevant guidelines.
Participation / conducting related HSE training and toolbox talk
10%
Total
100%
Best HSE Representative
Weight
HSE Knowledge and skills
30%
Commitment and close-out of actions and tasks in timely manner
30%
Communication and consultation
20%
Participation in HSE Activities
10%
Participation and conducting related HSE training and toolbox talk
10%
Total
100%
Best Fire Warden Weight
Weight
HSE Knowledge and skills
30%
Commitment to demonstrate his role & responsibility
30%
Communication and consultation
20%
Participation in fire inspection/ drill/ training
20%
Total
100%
Best HSE Suggestion
Weight
Innovative suggestion
50%
Scope of the suggestion (organization level, department, area, etc.)
20%
Resulting improvement from implementing the suggestion
30%
Total
100
Best HSE Auditor
Weight
HSE Knowledge and skills
30%
Communication skills / Timely submission of Audit report
15%
Conduct audit as per Audit Schedule ( in timely manner)
15%
Commitment and close-out of actions and tasks in timely manner
20%
Provide support toward closing out the audit findings
10%
Number of Audits Performed
10%
Total
100
4.3.1.2 Assessment
All applications will be reviewed by an appropriately constituted assessment panel.
Panels will normally consist of a minimum of three members and will contain an appropriate gender mix. Any panel member who supervises, has nominated, or acts as a referee for, a candidate for the Excellence Award must declare their Conflict of Interest and not participate in deliberation or voting in relation to that nominee. The assessment panel will evaluate the merits of all Excellence Award nominations against the relevant selection criteria and provide a recommendation to the Health and Safety in charge for approval.
This HSE plan is applicable to XXX in connection with the Project ABCDEFGHIJKLMNOPQRSTUVWXYZ” at TUVWXYZ. All the activities related to occupational health and safety and environmental activities conducted will be carried out in accordance with the requirements of this HSE Plan (HSE Plan). This HSE plan shall demonstrate how the project’s HSE requirements shall be managed throughout the project and once the project is awarded this shall be detailed in accordance with the project requirements and HSE requirements. The purpose of this document is not to substitute the Contractual HSE requirements, but to provide clear guidelines to members of the Project Management Team on the HSE criteria to be applied during the Project cycle.
2 Scope
This HSE plan is applicable for all the works of XXX within the scope of tender. This HSE plan outlines the main aspects of Health, Safety and Environmental elements to be adopted by Main Contractor i.e. XXX for all works, as applicable to the scope of work of the project to ensure compliance to contract documents and ISO standards related to HSE (ISO 45001:2018 and ISO 14001:2015).
2.1 Brief Scope of Works
2.2 Brief Details about this project
ABC Sponsor Department
xxx
Project Number
–
Contract No. & Title
ABCDEFGHIJKLMNOPQRSTUVWXYZ
Contractor Details
XXX . Phone : Fax : 8 Email :
Site Location
TUVWXYZ
Contract Holder
ABC Representative
Contractor Project Manager & Coordinator
Contractor Safety Representative
Contract Scope Description
Civil Maintenance Works
Introduction to HSE Plan
This HSE Plan of XXX describes the Health, Safety and Environmental systems established in accordance with the Contract requirement ISO 45001:2018 and ISO 14001:2015 standard. This HSE Plan is intended for the company’s employees, for the needs of audits performed by the customer or a third party and for the presentation of company’s Health, Safety and Environmental requirements. This HSE Plan is aimed at the continuous improvement of company’s effectiveness, satisfaction of its employees, customers and other interested parties. The organizational controls include management of health and safety as well as environment. This HSE Plan is valid in XXX and it is binding for all employees of the company. This HSE Plan describes briefly the operation method of Health, Safety and Environmental Management System.
Normative References
This HSE Plan is prepared based on the guidance taken from the following reference documents.
ISO 45001:2018 – Occupational Health & Safety Management Systems – Requirements
ISO 14001:2015 – Environmental Management Systems – Requirements
ABC HSE Regulations – ABC –Reg-S-001
3 Terms and Definition
For the purpose of this document, the following terms and definitions apply:
3.1 Acceptable Risk Risk that has been reduced to a level that can be tolerated by the organization having regard to its legal obligations and its own
3.2 Audit Systematic, Independent, Documented Process for obtaining audit evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled
3.3 Continual Improvement Recurring activities to increase the ability to fulfill the requirements
3.4 Corrective Action Action to eliminate the cause of a detected nonconformity or other undesirable situation Document: Information and its supporting medium
3.5 Hazard Source, situation or act with a potential for harm in terms of human injury or ill health, or a combination of these
3.6 Hazard identification Process of recognizing that a hazard exists and defining its characteristics
3.7 Injury and III Health Identifiable, adverse physical or mental condition arising from and/or made worse by a work activity and/or work-related situation
3.8 Incident Work related event(s) in which an injury or ill health (regardless of severity) or fatality occurred, or could have occurred. An incident where injury and ill health occurs is sometimes referred to as an “accident”. An incident where no injury and ill health occurs, but has the potential to do so, may be referred to as a “near-miss”, “near-hit” or “close call”.
3.9 Interested party Person or group, inside or outside the workplace, concerned with or affected by the H&S performance of an organization
3.10 Non-Conformity: non-fulfillment of set requirement Health and Safety (H&S): conditions and factors that affect, or could affect the health and safety of employees or other workers, visitors and other person in the workplace
3.11 H&S Management System Part of an organization’s management system used to develop and implement its OH&S policy and manage its OH&S risk
3.12 H&S Objective H&S goal, in terms of H&S performance, that an organization sets itself to be achieve
3.13 H&S Performance Measurable performance related to the effectiveness of the prevention of injury and ill health to workers and the provision of safe and healthy workplaces
3.14 H&S Policy Policy to prevent work-related injury and ill health to workers and to provide safe and healthy workplaces.
3.15 Organization Company, Corporation, firm enterprise, authority or institution, or part or combination thereof, whether incorporated or not, public or private, that has its own function and administration
3.16 Risk Combination of the likelihood of an occurrence of a hazardous event or exposure (s) and the severity of injury or ill health that can be caused by the event or exposure
3.17 Risk assessment Process of evaluating the risk(s) arising from a hazard(s), taking into account the adequacy of any existing controls, and deciding whether the risk(s) is acceptable Workplace: any physical location in which work related activities are performed under the control of the organization
3.18 Audit Systematic, independent and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled
3.19 Interested Party Stakeholder, person or organization that can affect, be affected by, or perceive it to be affected by a decision or activity
3.20 Outsource Make an arrangement where an external organization performs part of XXX’s function
3.21 Participation Involvement in decision making
3.22 Worker Person performing work or work-related activities that are under the control of XXX.
3.23 Consultation Seeking view before making a decision
3.24 Sub-Contractor External organization providing services to XXX in accordance with agreed specifications, terms and conditions.
3.25 Legal requirements and other requirements Legal requirements that XXX has to comply with and client requirements.
3.26 Cross Functional Team Cross Functional Team comprising of PM & Project Management Team.
3.27 Client Satisfaction Client’s Opinion or perception of the degree to which a transaction has met the Client’s need and expectation.
3.28 Fires and Explosions All fires that necessitate the use of a fire extinguisher or other extinguishing means, including fires with no visible flames and all flammable explosions or over pressure explosions, irrespective of the extent of escalation or spread
3.29 First Aid Case (FAC) Any one-time treatment and subsequent observation of minor scratches, cuts, burns, etc., which do not normally require medical care by a physician. Such treatment is considered first aid, even if provided by a physician or registered medical personnel.
3.30 Lost Time Injury (LTI) An injury (other than fatal), which renders the injured person unable to perform his duties/attend his duties either fully or partially on any day after the day on which the injury was received. (Note: If in a single incident, 3 people sustain Lost Time Injuries, then it is accounted for corporate reporting purpose as 3 LTI’s).
3.31 Lost Workdays (man-days) The total number of calendar days on which the injured person was unable to work as a result of a lost time injury (LTI). In the case of a fatality, no lost workdays are recorded.
3.32 Medical Treatment Case (MTC) An injury that involves neither Lost Workdays nor Restricted Workdays but in which the injured person requires medical treatment / is under medical attention, for some period of time by a qualified medical professional and return to his normal duties on the same day or next day.
3.33 Near Miss An event that had potentiality to cause illness, injury or damage to assets, environment or company reputation, but did not. Its actual severity rating is ‘0’ but can have any potential severity rating except ‘0’
3.34 Non- Accident Death Any case of death of a person either when there is no identifiable incident or trauma involved, or result of an apparent suicide.
3.35 Restricted Work Case (RWC): Duties and which results in a work assignment on any day after the day the incident occurred that does not include all the normal duties of the person’s regular job.
3.36 Requirement Need or expectation that is stated, generally implied or obligatory
4 Context for health, safety and environment for Project
4.1 Internal and external issues of XXX
XXX shall identify a team under the General Manager to determine the internal and external issues that are relevant to the purpose and strategic direction and that can affect its ability to achieve the intended results of its Health, safety and environmental requirements of the project. For this, XXX shall understand the core services and scope of its Health, safety and environmental management system related to the project and identify the “External” and “Internal” issues with the methods and responsible persons for monitoring and maintaining them.
4.2 Needs and expectations of workers and other interested parties
Needs and expectations of workers, XXX, Sub contractors, ABC and other interested parties are of key concern XXX and have ensured through regular meeting with relevant Process Owners to clearly understand who they are and how they can affect the organizational ability to consistently perform. For this, XXX has determined who are the relevant the workers and other interested parties, their requirements related to H&S and are monitored and reviewed during every management review meeting. Needs and expectations of the interested parties are updated regularly so that they are clearly understood and met. Where applicable to be added as legal and other requirements the respective process owners shall inform the management and update it.
4.3 Scope of the H&S management system
XXX has defined its scope for H&S in section 1 of this HSE Plan. Scope has been defined based on external and internal issues specified in clause 4.1 of this HSE Plan. The requirements of all interested parties including customers, suppliers, subcontractors, Government and regulatory bodies, certification bodies, technical communities, planned or performed work-related activities, authority and ability to exercise control and influence, Etc. have been taken into consideration while defining the scope of XXX.
4.4 HSE management system
XXX shall establish, implement, maintain and continually improve the HSE management system, including the procedures, work instructions needed and their interactions, in accordance with the requirements of this HSE Plan.
5 Leadership and worker participation
5.1 Top Management commitment
Top management of XXX demonstrates its leadership and commitment for HSE by:
Taking accountability for the effectiveness of health, safety and environment management system.
Taking overall responsibility and accountability for the prevention of work-related injury and ill health.
Ensuring that the HSE policies and objectives are established and are compatible with the context and strategic direction of XXX.
Promoting the use of the process approach and risk based thinking.
Ensuring that the resources needed for health, safety and environment system requirements are met.
Communicating the importance of effective health, safety and environment.
Ensuring health, safety and environment system achieves its intended results.
Engaging, directing and supporting persons to contribute to the effectiveness of health, safety and environment.
Supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility.
Provide safe and healthy workplaces and activities.
Developing, leading and promoting a culture in the company that supports the intended outcomes of health, safety and environment system.
Protecting workers from reprisals when reporting incidents, hazard, risks and opportunities.
Ensuring the establishment and implementation of process for workers consultation and participation.
Supporting the establishment and functioning of health and safety committees
5.1.1 Management Representatives
XXX’S senior management shall, if warranted due to company workforce size, designate one or more representatives of management who, irrespective of other responsibilities, shall have defined roles, responsibilities and authority for ensuring that this HSEMS is established, maintained and reviewed to support:
Effective processes to identify and eliminate or control work-related hazards and risks;
Reporting on the performance of the HSEMS to senior management, employees, and employee representatives (if present) as appropriate for review and as the basis for improvement.
5.1.2 EMPLOYEE PARTICIPATION
Employee participation is an essential aspect of the HSEMS. XXX shall provide employees and employee representatives, if warranted due to company workforce size, with time and resources to participate effectively in the development of the Health, Safety, and Environment policy and in the process of HSEMS planning, implementation, training, evaluation, and corrective action; and encourage employee participation by providing mechanisms that:
Support employee participation, such as identifying and removing barriers to participation;
Establish workplace health and safety committees or employee representatives where required by legislation and, where applicable, collective agreements or other requirements; and
Ensure that employees and employee representatives are trained in and consulted on, all aspects of HSEMS associated with their work.
5.2 HSE Policy of XXX
Top management shall establish, implement and maintain policies regarding health and safety and environment which
Are appropriate to the purpose and context of the organization including the nature, scale, and environmental impacts of its activities, products and services.
Provides a framework for setting health & safety and environment objectives.
Includes a commitment to satisfy applicable requirements.
Includes a commitment to continual improvement of health & safety and environmental management systems.
Established policies shall be made available and maintained, they shall be communicated understood and applied within XXX. They shall be made available to relevant interested parties as appropriate.
Meeting and exceed our client’s requirements the first time and every time
Preventing injury and ill health to all those who have access to our workplace by effectively controlling hazards and risk posed by our activities and operations
Protecting environment and prevent pollution that may cause any adverse impact to the environment
Complying with all applicable requirements, statutory or regulatory related to the scope of work The HSE Policy shall be signed by the General Manager or equivalent senior managers declaring safety shall be the number one priority.
The HSE Policy shall be displayed in all key areas such as Site Offices, Workshop, Canteens, Notice Boards, etc. to gain maximum visibility to personnel. The Policy will be available in English as a minimum and translated into other relevant languages where necessary.
XXX continually review the suitability of the HSE Policy and improve the effectiveness of Management Systems (HSE) in accordance with the requirements of ISO 45001:2018 and ISO 14001:2015.
5.3 Organizational roles, responsibilities and authorities
Top management shall ensure that the responsibilities and authorities for relevant roles are assigned, communicated and understood within XXX. While assigning the responsibilities and authorities the following shall be considered:
Conformity to ISO 45001:2018, ISO 14001:2015 and other relevant international standards.
Processes are delivering their intended outputs.
Reporting on the performance of HSE management system and on opportunities for improvement.
Emphasis on customer focus for improving safety.
XXX’s maintained documented information for roles, responsibilities. Workers at each level of the company are made responsible for those aspects of the HSE management system over which they have control as per their job description.
1. General Manager
The General Manager has the overall responsibility to ensure the Health, Safety and welfare of all employees and non-employees who may be affected from the works being carried out. In particular:
Ensure the safety and welfare of the workforce via the provision of suitable and sufficient environment, plant, equipment and resources to carry out the works
Coordinate for effective control & execution of projects with all Heads of Departments for their functional backup and ensure that company’s policies & objectives are achieved
Promote HSE within the company and ensure at all time the safety system procedures are followed and continue improvement until effectiveness of the HSE Management System is achieved
Implement KPI’s and Monitor progress of Health and Safety Objectives and Targets
Carry out regular inspections of the construction areas
2. Project Manager
The Project Manager is responsible to the General Manager and safety responsibilities include;
Ensure safety rules, regulations and standards as per the safety plan and Client requirements are implemented at all times
Ensure that employees are suitably trained prior to commencing work
Participate in accident investigation and reporting and ensure that the necessary corrective actions are taken
Deploy sufficient resources in line with work requirements
Ensure suitable and sufficient tools and equipment is provided
Make regular inspections of the construction area
Monitor activities of all engineers and supervisors to ensure safety procedures and standards are being followed at all times
Cooperate with the Project Safety team and implement any additional safety requirements identified
3. Supervisors
The Supervisor are responsible for all activities on his job including the prime responsibility for HSE.
HSE rules, regulations and standards noted in this program, and the laws and regulations of various statutory bodies are complied with and enforced.
It is his to responsibility to ensure safe working conditions for his workmen.
To give the adequate training and instructions to the employees.
Safety inspection of job and equipment as required are carried out.
Reporting of accidents / incidents and near misses to the project safety engineer/officer & to the HSE Manager
Accidents receive prompt investigation and reporting and that the necessary corrective action is taken.
Monthly HSE meetings are instituted.
Work in close co-operation with the HSE Officer to eliminate and correct all practices and Conditions that are deemed to be unsafe.
Delegate safe work procedure that will ensure safe Operation.
Ensure that assigned tools and equipment are in sound condition and fit for purpose.
Inspect Work area to implement a safe system of work.
Observe activities of employees to evaluate they are following correct procedure.
Accompany HSE Representative on site audits.
4. HSE Supervisor/Officer
The HSE Supervisor/Officer shall be responsible for the inspection and monitoring of the project site, workers accommodation and the project office to ensure Safe System of Works are maintained and all health and safety requirements to specific tasks or situations are adhered to.
They shall be present on site during all working hours each day.
Shall diligently identify all unsafe practices or non-conformity and unsafe work conditions through Risk Assessments and take immediate corrective measures in coordination with line supervisors. Liaise with the construction team in the event of an unlikely major oversight or non-conformance that will lead to immediate Work stoppage and subsequently make the necessary reports and follow up. Shall carry out daily and routine inspection of safety provisions of the ongoing site activities (excavations, scaffoldings, plant & equipment, Lifting & rigging gear, Fire extinguishers, Electrical connections, etc.) prior to start of each working day.
Ensure that daily toolbox talks are carried out and pre task briefing done prior to commencement of work crew activities at the site. Ensure compliance of all operatives of the required PPE. Designing appropriate escape, assembly areas and methods to implement the Emergency Response
Plan.
Specify and determine appropriate Personal Protective Equipment.(PPE)
Perform safety audits and inspections focusing on corrective action closure.
Advise Supervisors on safe work practices.
Traffic control and management
Performing risk assessments focusing on site hazard identification. Inspecting and evaluating hazardous work areas for issuance of work permits (Hot work, Confined space, Excavations, Work at Heights etc.) Implementing the scaffolding permit program by inspecting and properly making scaffolds prior to their use. Implementing the Lockout /Tag out program to ensure that electrical, pressure and hazardous material lines are properly isolated and cannot be activated during the installation or repair process.
Implementing an inspection program for safety related equipment.
Note: All HSE Staff are only permitted to carry out HSE related work.
5. Employees
To observe and comply with all the safety rules, regulations and standards as per Qatar Law and the safety plan and Client requirements so to protect themselves and their fellow workmen.
To maintain and properly utilize all personal protective equipment (PPE) provided by the company.
To seek appropriate first aid treatment for all injuries.
To report all incident or accidents to their supervisor immediately. To seek advice from their supervisor:
When an unusual situation develops which might be appear dangerous to them.
When they do not understand the instructions;
When they do not know how to do the job.
To maintain good housekeeping in their work sites
To proper use of tools and equipment.
To render their full co-operation and assistance in the event of an emergency.
To avoid anything that may injure themselves or their fellow workmen
6. Subcontractors
Subcontractor will be employed in the event where any work falls outside the skills or XXX’s scope of works. Prior to the appointment of any subcontractor the XXX will:
Assess and evaluate the subcontractor/s safety standards and competence for the proposed work to be undertaken
Ensure that the terms and conditions of any subcontract for which subcontractors personnel will be employed on the works, include the requirement for the subcontractor to comply with all the XXX’s HSE requirements. Notify the ABC Representative (For Information only) of the nature and extent of any subcontracts.
5.4 Consultation and participation of workers
XXX has established, implemented and maintains a Process for consultation and participation of workers down the non-managerial positions and functions. The worker’s representatives are involved in development, planning, implementing, performance evaluation and actions to be taken for improvement of the HSE managements system. XXX shall create as safety committee involving the workers for consultation and participation, provided resources, access to clear, understandable and relevant information about the HSE management system and removes barriers to participation and minimize those that cannot be removed. The Top Management has ensured that the employees are involved and consulted in the development and review of policies and procedures to manage OH&S risk, environmental aspects/impacts, any changes that affect the workplace, other health and safety matters, the HSE personals are assigned for all the processes and the same is communicated to all the employees. Feedbacks from the employees/workers will be received by the HSE personnel/ Manager/worker representative and these would be discussed in the quarterly HSE meeting.
PROCEDURE
Methods used to involve employees in hazard identification, risk assessment and risk control and to encourage employee involvement in the Health, Safety, and Environment process include:
1. Open Door Policy It is preferred that the immediate supervisor and/or project management be consulted for resolution of the concern; however, XXX maintains a strong open door policy to report problems or concerns to any level of management without fear of reprisal of any employee.
2. Behavior Based Safety Program (BBS)
Employees may report any suggestions, unsafe act, unsafe condition or recognition, even anonymously, via XXX’s Safety Observation Card. . The Card is to be immediately forwarded to XXXHSE coordinator. Employees may use other observation forms if another safety observation program is present. Observations by fellow employees are to be performed in a positive, non-judgmental manner and the observing employee must give permission prior to the observation.
No disciplinary action may result from safety observations by fellow employees. Supervisors will always allow time for safety observations to be made based on operational scheduling. Supervisors do not conduct observations.
3. HSE PROGRAM
DAILY
Toolbox talk
Checking / inspection of vehicles and equipment and documentation.
Coordination meeting with supervisors and engineers.
Issue of appropriate PPE.
WEEKLY
Training
House keeping
Maintenance of heavy equipment
MONTHLY
Safety statistics reports to head office and clients.
Safety site audit internal.
Safety review meeting
Inspection of safety harness (when taken from stores daily).
QUARTERLY
Safety committee meeting
Safety audit head office.
ANNUALLY
Annual maintenance for equipment.
Internal Audit for ISO 14001 and ISO 45001
Certification Audit for ISO 14001 and ISO 45001
Refilling of fire extinguisher when required.
6 Planning
6.1 Actions to address risk and opportunities
6.1.1 General
During the planning phase of addressing the risks and opportunities following points to be considered:
Able to give assurance that health, safety and environment can achieve its intended results.
The needs and expectations of the external interested parties which affect environment and safety are incorporated.
Enhance desirable effects for HSE Management system.
Prevent or reduce undesired effects, hazards and risks.
Achieve improvement in HSE Management system.
HSE management system achieves continual improvement.
HSE risks and opportunities are defined by respective department heads and reviewed by the General Manager and Project Manager. These HSE risks & opportunities are reviewed during every management review meeting and updated. In the case of planned changes, permanent or temporary an assessment of risks and opportunities is carried out before the change is implemented.
6.1.2 Hazard and environmental aspects, risks and opportunities
a) Hazard Identification and Environmental Aspects
A complete inspection of all work site tasks will be carried out by the HSE Manager in conjunction with employees. This will develop an inventory of all of the tasks conducted throughout the work site. Additional areas for Hazard/Aspect identification include:
Activities of all persons having access to the workplace including contractors and visitors.
Infrastructure, equipment and materials at the workplace
Changes or proposed changes in XXX, its activities or materials
Modifications to the HSEMS including temporary changes and their impacts on operations, processes & activities.
The design of work areas, processes, installations, machinery, operating procedures including their adaption to staff capabilities.
At existing locations employees shall be continually involved in the identification of hazards. Unidentified hazards are to be reported immediately and assessed for risk. Additional sources for ongoing hazard identification shall include:
Routine Activities
Job Hazard Analyses
Field Level Risk Assessments
Monitoring of HSE parameters
Ergonomic assessments
Industrial hygiene surveys
Workplace Inspections
Purchasing and procuring
Job observations
Audits
Document review
Non-routine Activities
Accident/incident investigations
Emergency situations
It is also necessary to consider future tasks or situations that involve a change to the existing premises or process, or those which are non-routine.
b) Recording Health and Safety Hazard/ Environmental Aspect Identification Data Once gathered, the hazard identification data will be recorded by the HSE Coordinator on the HSE Risk Assessment register. It shall be dated and signed. c) Review of HSE Risk Assessment Hazard Identification Risk Assessment are formally reviewed annually. d) Risk Assessment Procedure Each identified hazard is assessed for risk based on potential consequences of effecting injury to people, damage to assets, the environment or reputation of XXX. The frequency of risk Rating is then considered. Following risk assessment steps each risk assessed becomes classified as low, medium or high in accordance with XXX’s Risk Assessment Matrix shown below.
It is a procedure used to review job methods and find hazards. The person best suited to develop the analysis is the supervisor. Once the analysis rough draft is done, it shall be reviewed by a safety person. The safety person should review the analysis on a technical level, check to see that no hazards were overlooked, and examine the control measures to see that the most effective measures were used. A safety person is intended to mean any person within the organization that has safety responsibilities within their job duties. Steps in the JHA process
The first step in process hazard analysis is to break the process down into all the simple, discrete tasks that make up the process. This allows to look at all the hazards involved in performing the process-including hidden hazards and risks.
Step two is to identify the hazards involved in each task that must be performed to complete the process. Depending on the process, you could end up with a long or short list. Some hazards and risks may be repeated in several or all the tasks that make up the process.
Step three involves evaluating each hazard so that you can determine what to do about it and how to prevent injuries or work-related illness.
Step four is to determine safe procedures and protective measures to prevent accidents, injuries, and illness as a result of each hazard or risk.
And finally, step five has to be done if the current JHA has become outdated because of changes in the process. A JHA might also have to be revised if hazards are eliminated, reduced, or controlled thanks to the previous hazard analysis.
F) Assessment of HSE risks and other risks to the HSE Management system
XXX has established as procedure to assess HSE risks from the identified significant hazards considering the effectiveness of existing controls. The company determines and assess the other risk related to the establishment implementation, operation and maintenance of the HSE management system.
G) Assessment of HSE opportunities and other opportunities for HSE management system.
XXX has established as procedure to assess HSE opportunities to enhance HSE performance while taking into account planned changes to the organization, policy processes and activities. XXX considers opportunities to adapt work, work organization and work environment to workers, opportunities to eliminate hazards and reduce HSE risks while identifying HSE opportunity for improvement.
H) Compliance obligations
The applicable legal and other requirements for Organization level, environmental, health and safety aspects have been identified and shall be updated periodically. The applicable legal and other requirements to which XXX subscribes have been taken into account while establishing, implementing and maintaining the HSE Management System in the project. Relevant information on legal and other requirements shall be communicated to its employees during appointment of the employees and if necessary will be updated during meetings and on notice boards. Relevant legal and other requirements for environmental, health and safety information shall be communicated to customers and interested parties through company profile, HSE Plan, company policy. Records of assessment and program are also provided upon request. All work is to be undertaken in compliance with the requirements of Qatar Law. Particular regard shall be paid to:
ABC HSE Regulations for contractors
ABC specifications for waste management
ABC Specification for Environmental site selection Abandonment and Restoration of Facilities
ABC procedure for HSE Incident Reporting Investigation Learning
State of Qatar Labour Law N0. 14 of 2004
State of Qatar Traffic Law No. 19 of 2007
Executive By – Law for the Environment Protection Law Issued by the Decree Law No. 30
ABC Permit to Work procedure
ABC Standard for Lifting Equipment and Operations
ABC VI Heat Stress Management Guidelines
ABC Standard for Road Safety
ABC Life Saving Rules-Code of Practices
ABC Standard of HSE Risk Management
ABC Standard for Job Hazard Analysis
ABC Procedure for Conducting Tool Box Talks
ABC Standard for Worksite Safety
All records will be maintained and available for inspection at the relevant work locations by any authorized person. Further information on legislation, standards and specifications be maintained and will be submitted, where applicable.
6.2 Objectives and planning to achieve them
Objectives for HSE shall be established at relevant functions, levels, and processes. Objectives shall be consistent with the policies, be measurable, conforming to applicable requirements. All objectives shall be monitored, communicated and updated as appropriate. All objectives shall be set, communicated and monitored during the management review meeting. The results of consultation and participation of workers are taken into account while identifying the HSE objectives and targets. XXX’s goal is for ZERO HARM by preventing injury and ill health to their employees or anyone who may be affected as a result of their operations and work. Zero Harm is defined as:
Zero fatalities
Zero permanent disabling injuries
Zero injuries to members of the public
Zero long term harm to health
XXX is committed to a Zero Harm philosophy and follows the principles that:
All accidents are preventable Health and Safety is a Top Down process Management must lead by example
Positive behaviors are to be reinforced and negative behaviors are to be challenged
Everyone has the right to stop work if what they are being asked to do is unsafe, without fear of any action taken against that person A high standard of health and safety on the site shall be promoted and encouraged at all times. In addition XXX shall implement health and safety incentives and award schemes at all levels of management, supervisors, foremen and workers. XXX’s KPI’s will measure health and safety performance, progress of objectives and targets. The KPI’s both lagging (e.g. Incident Reporting, Inspection close out, Audit report, NCR Closeout, Enforcement Closeout Report) and leading indicators (e.g. Emergency Drill, Inspection and Tour, HSE Audits, Induction, Toolbox Talk, Training, Meetings) shall be developed and established including the list of identified by the Consultants and quarterly report will be submitted.
6.3 Planning of changes
When XXX determines need for changes for HSE management system, the changes shall be carried out in a planned manner. XXX will consider the purpose of the changes and their potential consequences, the integrity of the HSE management system, availability of resources and the allocation or reallocation of responsibilities and authorities. Similarly, XXX shall consider the impact of any changes for the HSE Management System.
7 Support
7.1 Resources
XXX shall determine and provide the resources needed for the establishment, implementation, maintenance and continual improvement of health and safety management system.
7.2 Competence
7.2.1 HSE Competency Assurance Process
Competence is a combination of knowledge, understanding and skill, and the appropriate level of competence cannot be acquired simply by attending a training session. The understanding and skill are acquired by experience. For individuals managing HSE hazards and risks experience and training are essential. The following components are to be considered for each worksite’s delivery team for competency assurance:
Experience
Level of Knowledge
Capability to Perform
Upon hire with XXX, every employee will participate in the Competency Assurance Process. This process begins with the selection of personnel and enters a continuous improvement loop that will stay with the employee during his career with XXX. At XXX view of competency assurance involves the continuous assessment of training and development needs against a person’s responsibilities, abilities and critical activities. Not only will employees gather evidence of competence, they will also participate in an annual appraisal to assess their performance, behaviors and personal development. This process enables the continuous improvement loop that feeds back into training and development activities that ensure competency assurance is an ongoing career cycle process.
Job Description Identified → Candidate Selection and Hiring Process (Reference and Background Check, Drug Screen, Physical Assessment) → Person Assessed and Hired for Open Position
Experience, Qualifications Assessed for Initial Training ↔ Initial Induction Training Completion
Further Training Required? If no → Ready for Work → On the Job Training → Competency Continually Assessed
Additional competency regarding Health, Safety, and Environment is demonstrated during inspections employees are interviewed for knowledge to determine competency to work safely and be knowledgeable of their responsibilities within XXX’s Health, Safety, and Environment Management System. For individual directly managing risk the specific requirements will be matrixed with training for areas such as legislative requirements, client HSE requirements and recognized certification and licensing.
7.2.2 Identification of Training and Competency Needs Training is identified in our training matrix which specifies Health, Safety, and Environment training needs by job title. Our training matrix is updated based on changing risks.
7.2.3 Training Records All training records are maintained on site either by XXX’s HSE Manager or senior representative of management or their designee.
7.2.4 Delivery of Induction, Transfer & Refresher Training Employees receive initial induction training. No work by any employee is allowed to begin until the orientation is completed. Training requirements are tracked by XXX’s HSE Manager and formal training sessions are conducted either on or off site by the HSE Manager or competent/qualified instructor for the required subject matter.
7.2.5 Training Documentation All training must be documented with: date; employee name, employee signature; instructor name; instructor signature and title of course. Each new employee shall receive an orientation prior to beginning any work.
7.2.6 Supervisor Safety Management Training Supervisors and managers receive annual, documented safety management system training.
7.2.7 Employees Attend and follow requirements of Health, Safety, and Environment management training.
7.2.8 Safety Induction Program • Daily activity talks shall be given at site office before going to the site. All employees shall attend this meeting. The Induction talks are conducted by Safety personal. Subject of the talk shall be about HSE rules and procedures applicable to the hazards of current work. The following are the general safety Induction discussion topics
Scope of work
Introduction of key personals
Description of work area and the client’s safety standards (about cell phone, smoking, etc.).
Gate pass and other pass requirement.
Defensive driving and requirements of permissions inside hazardous area.
Personnel protective equipment.
Work permit system (Hot work, Cold work etc.)
Availability of first aid boxes and clinic and introduction of first aiders
Accident reporting procedures
Emergency response plan
Duration (Hours)
2
1
4
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Refresher Frequency (Years)
NA
1
NA
NA
1
2
1
1
2
2
1
2
2
2
2
1
1
1
Training Topic
P01-Auditing & Closure of NCR’s
H01-Office Safety
H02-First Aid
-HSE Induction
-HSE Fundamentals
-Line of Fire (Hazard Identification & Control)
Permit to Work
Job Safety Analysis (JSA)
S06-Lock Out/Tag Out (LOTO)
-Safe Equipment Operations
-Confined Space Entry Safety
-Hotwork Safety
Welding & Gas cylinder Safety
Safe Lifting Operations
-Working at Height Safety
l Hygiene
-Fire Warden
E01-Environmental Management
SN
DESIGNATION
P&P
HEALTH
ENVR
1
Project Management
Only persons nominated will be required to attend Internal Auditor training
X
Only persons nominated will be required to attend First Aid training
X
X
X
Only persons nominated will be required to attend Fire Warden training
Only persons nominated will be required to attend Environmental Officer Training
2
Supervisors
X
X
X
X
X
X
X
X
X
X
X
X
X
X
3
Civil Engineer
X
X
X
X
X
ü
X
X
X
X
4
Civil Foreman
X
X
X
X
X
X
X
X
X
X
X
X
5
General Technicians,
X
X
X
X
X
X
X
X
X
X
X
6
Painting Inspector
X
X
X
X
X
X
X
7
Plumbers,
X
X
X
X
X
X
X
X
X
X
8
Carpenters
X
X
X
X
X
X
X
X
X
9
Decorative Painters
X
X
X
X
X
X
X
X
X
X
10
Blasters/Painters
X
X
X
X
X
X
X
X
11
Laborers
X
X
X
X
X
X
X
7.3 Awareness
XXX shall ensure that persons working under the organization’s control are aware about health & safety and environmental policies, relevant objectives, each person’s contribution to the effectiveness of health and safety and environmental management systems and meeting customer requirements. They should also be aware of the implications of not conforming with the health & safety and environmental management system requirements.
7.4 Communication & Consultation
7.4.1 Internal Communication XXX shall determine on what it will communicate, when to communicate, with whom to communicate, how to communicate and who communicates. The process sequence, linkage/interrelation, interactions, method of operation and control and process criteria of monitoring and measurement are carried out as stated in general requirement and are communicated across all levels of the organization through the HSE Management System. As a part of this HSE Plan, effective communication is established throughout organization via:
Internal Memo
Intranet
Verbal instructions
Display of HSE policy statements and objectives
Circulars
Monitoring and Measurement Reports
7.4.2 Health and Safety Meetings Health and safety meetings will be established to review Health and Safety performance, arrangements and the implementation of the Health and Safety Plan (HSE Plan). Project Manager will chair health and safety meetings. Minutes of all health and safety meetings shall be minuted and retained. The frequency of meetings, minimum attendees shall be finalized as per the project requirement. All subcontractors employed must have a representative in attendance at all health and safety meetings.
Monthly safety meeting shall be conducted in the site along with supervisor and engineers.
Project Safety representative shall preside such meeting and can review the patrol observations.
Discussion regarding accidents, new employee Induction training requirement shall be carried out
Latest information related to site inspection shall be discussed.
Plan for the next month work related to execution and its necessary precautions shall be discussed.
The minutes of such meeting shall be recorded.
7.4.3 External Communication Method for receiving, documenting and response to relevant communication from external interested parties of has been defined in the Procedure for Communication. The Top Management of XXX has decided to communicate externally about its significant environmental aspects and OH&S hazards to interested parties if they ask or enquire about it. It will be the responsibility of the Safety team on how to give a report to the interested parties on HSE matters. Change of decision to communicate would be discussed during MRM and method for the same will be finalized. Responsibilities and mode in different communication requirements are provided.
7.4.4 Toolbox talk Daily toolbox talks shall be given at work location before starting work. Before toolbox talks, general discussion shall be made with site in-charge, HSE coordinator for all discipline about the days plan and type of work to be executed. For execution, types of permit required for the work, method of statement to execute safe work, Health and Safety hazard / Environmental aspect analysis and risk assessment to be discussed. After the discussion for particular work to be executed safely, for each location as on the type of work permit, tool box to be prepared by Site safety Officer and explain to the Project Engineer, line supervisor and foremen regarding safe work, hazard/Aspect identification, proper execution without violation. Line supervisor or foremen shall give the tool box talks to their workforce. Site safety officer shall attend the toolbox talks conducted by the Line supervisor/ foremen to the subcontractor and workers to check the knowledge of the employees at site regarding safety. Duration of the toolbox talks should be for 10 minutes, but particularly for hazardous operations it may require extended team talks. The evacuation assembly points shall be indicated in case of emergency such as fire, or toxic gas release etc. Emergency contact numbers shall be explained to all employees, so that in case of emergency safe actions can be taken without delay. All toolbox talks shall be signed and recorded. According to the hazards, the tool box talks shall be given for the following activities to the workforce,
Electrical safety
LOTO
Manual handling
Working at height
Interface with other contractors
Fuel filling
Defensive driving technique
Emergency Response plan
Confine space awareness
Use of breathing mask
Lifting of heavy materials etc.
Painting
Sandblasting
Carpentry
Maison work
8 Operation
8.1 Operational planning and control
XXX ensures that operations and activities associated with identified hazards and risks and Significant Environmental aspects are controlled and related responsibilities and accountability are determined and defined. Hazardous activities and operations & Significant Environmental Aspects are identified, resultant risks and impacts are rated and adequacy of controls is determined. Controls include: • Operational controls in the form of method statements, work instructions, safe systems of work and effective supervision; • Controls related to purchased goods, equipment and services (i.e. obtaining material samples and approval prior to purchase, supplier evaluation, availability of product information, documents for safe transportation, etc.). • Controls pertaining to contractors and other visitors to the workplace (i.e. access control procedure, safety induction, operating procedures, work supervision and monitoring).
1. Alcohol and Drugs The effects of alcohol or drugs at work can create serious health and safety risks. Therefore, the following rules must be adhered to:
Do not come to work under the influence of alcohol or drugs.
Do not bring alcohol or non-prescribed drugs on to the company’s premises or work areas.
Check with your doctor or pharmacist about the side effects of prescribed medications. Never drive or operate machinery, as alcohol and drugs will affect your responses.
Ask your general practitioner for guidance and advice on sensible limits of alcohol consumption
Notify your manager if you suspect alcohol or drug abuse: do not “protect” abusers by keeping silent
Notify the Project Manager of any conditions, which necessitate medication, e.g. diabetes, med pens etc. Searches may be conducted of project premises and personal effects of employees when management considers such searches appropriate. Searches will be conducted by the site security and/or in cooperation with local law enforcement.
Anyone found under the influence or in possession of alcohol or non-prescribed drugs or under the influence of any declared none prescribed substance, which may impair judgement, will be immediately removed from the site and shall not be employed again in connection with the work under the Contract.
2. Health and Safety Enforcement Failure to manage health, safety matters effectively will result in enforcement action being taken against offenders and will include verbal and formal warnings and the issuances of Improvement and Prohibition Notices and may be subject to disciplinary action by XXX in line with Ministry authorized penalties. An Improvement Notice will require the receiving organization or individual to take the necessary action to remedy the contravention within the specified time period. Failure to address the requirements of an improvement Notice will result in the issuing of a Prohibition Notice, however Prohibition Notices will be issued where immediate or imminent risk to the health and safety of personnel is identified. On receipt of a Prohibition Notice the receiving organization or individual must stop work immediately. Work may not commence until remedial actions have been taken to prevent a recurrence and these have been signed off by the issuer. Serious or repeated breaches of the health and safety responsibilities or requirements, or other disregard for the health and safety of any person will be subject to disciplinary action by XXX in line with Ministry authorized penalties, however are not reasons for the removal from the site of any person employed by XXX.
3. Method Statements Method statements are logical construction guides designed for use on site and will contain a detailed risk assessment covering the task or operation; a hazard analysis and methods for preventing injury, including engineering controls and personal protective equipment. Development of work methodology will also be considered at the planning stage of the construction of all the identified list of activities. The contractor shall submit a Method of Statement schedule no later than the start of construction. Work will not commence without an approved method statement where applicable. The contents of method statements are to be briefed out to those personnel responsible for the works and a copy kept on site at all times. Where subcontractors are involved in the works they are to submit method statements and include risk assessment in accordance with the above requirements.
4. Task Briefings Task briefings are to be used to support method statements and be briefed by the work supervisor to the workforce before the start of any new task and must be given in the native language of the workers. Supervisors will ensure all the workers under his responsibility are made aware of the hazards and controls measures associated with the task or activity. All briefings must be recorded and signed by all attendees stating they understood the briefing and kept by the site supervisor until the task is complete. On completion of the task the task briefing record must be attached to the method statement. Supervisors will stop the activity and re-brief workers if safety controls are not being correctly implemented, there is a change in the work methodology or where new hazards have been identified. Task briefings will be regularly attended to carry out checks of the documentation and ensure the process is being correctly implemented.
5. First Aid Provisions First Aid provisions and First Aiders must be provided as required under the current Labour Law No. (14) 2004 and QCS 2014, to a ratio of 1/25 up to 100 personnel on site. A minimum of one trained first aider and first aid box is to be provided for every 5 – 25 workers and be available at all work locations. Where the workforce exceeds 100 personnel a full-time Ministry of Public Health, registered male nurse must be appointed and a First Aid Centre must be constructed to the specifications, equipped, inspected and registered by the prior to use. First aiders are to be recognizable by displaying a first aid sticker on their safety helmet or have ‘first aider’ written on the rear of their hi-visibility vest. Eye wash stations will be provided in work, welfare and high-risk areas such as workshops, battery charging etc. A register of all persons receiving first aid treatment will be maintained and any treatment as a result of a work injury will be notified to the HSE Officer.
6. Medical Requirements The recruitment process under current legislation requires a number of medical examinations pre and post arrivals, prior to being issued a work permit such as: (Listed in the Labor Diseases Risks, 2005) – The Periodic medical examination by Medical Association (Post arrival) The Medical Association registered Male Nurse will carry out ongoing Health Screening, the day to day medical requirement within his competency and the referral of patients to relevant medical authority such as the Company designated Medical Practitioner or Hospital. . In addition the Male Nurse is responsible under Article (105) Labour Law No. (14) Of the Year 2004 for:
Carrying out Periodical Medical check-ups as stipulated in Resolution 19 (2005) – The Periodic Medical Examination for Workers Exposed to Occupational Diseases Risks, for all workers exposed to the dangers of the vocational diseases listed in the Labour Law No. (14) of The Year 2004, Table No (1), Occupational Diseases
Refer all patients suspected of being afflicted of any vocational disease to the Company designated Medical Practitioner for professional assessment Notify the Human Resource Manager and Senior HSE Manager immediately of any positive results of occupational disease Maintain the First Aid Centre and provisions as per Hamad Medical Association requirements for site facilities Maintain medical records (‘Confidential but may be viewed by the individual upon request, forwarded to Head Office on completion of the project. Workers must not return to work before date indicated on a medical certificate
7. Temporary Works (Construction Phase) Temporary works is an “engineered solution” used to support or protect either:
An existing structure
The permanent works during construction
Support an item or plant or equipment
The vertical sides or side-slopes of an excavation during construction, or
To provide access
A design brief is to be prepared to serve as the starting point for subsequent decisions, design work, calculations and drawings. The brief is to include all data relevant to the design of temporary works. Any person involved in the design or coordination of temporary works is to have relevant up to date training and both the qualifications and experience appropriate to the complexity works. The Site Engineer is responsible for the implementation of the design in accordance with drawings and specifications and for the day to day progress. A method statement and risk assessment is required for support temporary works. Where a permit is required in accordance with the design no work must commence until the permit has been issued by the Site Engineer in charge. Temporary works must not be altered or dismantled without the permission of the Site Engineer in charge and work will only commence after review of the method statement and risk assessment.
8. Formwork (Construction Phase) Formwork will be designed, erected, supported, braced and maintained so as to safely support any and all vertical and lateral loads that may be imposed upon it during placement of concrete. Designed detailed drawings showing the jack supports layout, formwork, shoring, working decks and scaffolding will be available onsite. A competent person shall design the form work and shoring system where applicable.
9. Fire A Fire risk assessment will be undertaken and all necessary precautions against fire as required by local legislation and relevant standards. Emergency plans will provide the arrangements and action to take in the event of a fire. Adequate firefighting equipment shall be provided and regularly checked and maintained. Fire escape routes, exits and assembly areas will be provided and all such areas will be kept free from obstructions at all times. Wherever possible in permanent structures under construction the fire escape routes, exits and assembly areas used will be those designed for use in the occupied structure
10. Electricity All permanent and temporary electrical installations are to be designed, installed, modified, maintained and repaired by a competent electrical person. Any electrical systems, circuits, installation equipment is to be safe for its intended purpose and suitable inspected and tested before it is put into service and thereafter every 12 months by a competent electrical person. Users of electrical equipment are to inspect them before and where a fault or damaged is found the equipment is not to be used but tagged and removed from service. All electrical equipment including portable equipment and installations should be maintained so as to prevent danger and include a portable appliance test (PAT) by someone with the necessary knowledge and experience to interpret the tests.
11. Confined Spaces A confined space will: Have poor access and egress and not meant for continuous human occupancy. Have unsuitable atmosphere for human respiration – lack or excess of oxygen, presence of toxic gases and vapours (these can be created by activities within an otherwise safe environment)
12. Working at Height Working at height is to be avoided whenever possible. Where working at height cannot be avoided:
Work at height must be properly planned, organized and supervised by a competent person
Weather conditions are taken into account
Those involved in the work are trained and competent
The place where work at height is carried out is safe
Equipment is appropriately inspected
The risk from falling objects are adequately controlled The type of work and duration will determine what equipment is to be use when working at height. The following hierarchy is to be used when providing a safe place of work:
Edge protection with guard rails and toe boards General access scaffold Mobile scaffold towers
Mobile Elevating Work Platform (MEWP)
Man basket Fall protection systems
Ladders or step ladders
13. Ladders and Step Ladders Wherever possible a work platform or other mean should be provided before ladder and stepladders are used. In general, ladders and stepladders should only be used:
In one position for a maximum of 30 minutes. For light duty work
Where three points of contact can be maintained
Where the work does not require the person to overreach Ladders and stepladders are to meet a recognized international standard such as BS EN 131 Ladders. The use of site-made ladders is prohibited. Where there is a risk of electrocution the use of aluminium ladders are prohibited, only timber or glass reinforced ladders are to be used. Ladders are to be tied or footed at all times and extend 1m above any access or egress point. Ladders and stepladders are to be inspected before use and have an identification plate showing the asset number and date of last monthly inspection.
14. Floor and Wall Openings All openings in floors, wall, platforms, walkways etc. are to be protected against a person or vehicle from falling. Floor and wall openings are to be protected using covers of adequate strength to withstand the expected load that will be imposed and securely fixed. A suitable sign is to be displayed to warn personnel of the dangers and the requirement not to remove covers unless other arrangements have been put in place to protect the opening. Penetrations in walls such as those provided for lift shafts, door openings etc. are to have fixed protective barriers around the penetration with a sign warning personnel of the danger of falling. Where personnel need to work adjacent to unprotected openings and penetrations they are to be protected from falling by other means (i.e. fall restraint system). Tools and equipment are to be kept clear and the work area directly beneath the activity is to be cordoned off. Openings and penetrations are to be inspected daily to ensure they remain protected.
15. Machinery and Equipment Machinery such circular saws, drills, lathes, bench grinders etc. are only to be operated by trained competent personnel. All plant and equipment or machinery will be submitted once new machinery arrive at site. It is to be installed by a competent person and inspected before use by the operator. They are to be fitted with suitable guards and interlocks to prevent body parts from coming into contact with moving parts. Hand and Power Tools.
16. Hand Tools Hand tools are to be used for their intended purpose; be the correct tool, size and type for the job and be inspected for damage and wear before use. Any damaged tools are not to be used and removed from use until repaired. Hand held tools such as chisels and saws are to be kept sharp, free from mushroom heads and placed in a safe place when not in use. The manufacture and use of site-made tools is prohibited.
17. Power Tools Personnel using power tools are to be trained in their use. All power tools are to be inspected before use and every 3 months by a competent person. Any power tool found damaged is to be removed from service and returned to the store for repair. Power tools are to be suitable stored in a dry well-ventilated area when not in use.
18. Pneumatic Tools Compressed air used for cleaning purposes is to have a reduced pressure not exceeding 30psi. The use of compressed air from cleaning or blowing dust from any part of the body is prohibited. Air lines are to have ‘whip checks’ fitted at all tool and hose connections to protect the user and those in the immediate vicinity if connections become separated. Air hoses with an internal diameter greater than 12.5mm (1/2 inch) a safety excess flow valve must be installed at the source of the air supply to reduce pressure in case of failure. Adequate arrangements must be in place to protect personnel from the risk from noise and vibration when using pneumatic tools.
19. Traffic Management – Safe Movement of Plant and Vehicles on Site Man/machine interface is a key issue on construction sites. The main hazards associated with man/machine interface are:
Personnel being struck by plant and vehicles
Personnel being crushed by plant and vehicles
Collision between plant and vehicles Sites are to properly design the layout and traffic routes in order to manage the separation of personnel and plant and vehicles. Where possible one-way-systems, and drive through loading and unloading areas are to be provided. Movement of plant and vehicles are to be minimised through appropriate measures including:
Controlling entry into sites by barriers and gates providing parking spaces clear of work areas
Locating main loading and unloading areas away from construction areas
Providing pedestrian only areas from which vehicles are completely excluded
Installing safe designated pedestrian routes to work locations providing safe vehicle routes around site
Install barriers and signs to warn and prevent personnel entering restricted zones
Position banksmen or spotters in safe areas to warn other personnel not to enter into restricted zones
Approach plant and vehicles from the front when there is a need, speak with a driver
Speed restriction must be introduced and imposed and traffic calming measures such as speed bumps are to be used to control speed on site.
Plant and vehicles are not to position themselves creating crush zone (i.e. when an excavator or a crane slews close to a fixed structure).
A minimum safe clearance of 600mm is to be provided at all times.
Designated bus stops in safe areas are to be provided to ensure the safety of personnel when they are getting on/off buses.
Where reversing of plant and vehicles is unavoidable the following controls are to be implemented as a minimum:
Reversing alarms and lights are to be working at all times Mirrors are to be fitted and kept clean Operators and drivers are to have an unrestricted view when reversing Operators and drivers are to look in the direction of travel where possible (i.e. when reversing a pickup look out the rear window when reversing) When reversing up to excavations or loading areas use stop blocks/logs As a last resort use banksmen to control reversing vehicles
20 Permit to Work Permit-to-work (PTW) is a formal recorded process and is used to control work that is identified as potentially high risk. A PTW will be issued but not limited to the following activities:
Working at height Working in confined spaces Hot works (welding, flame cutting, grinding etc.) Work on high voltage electrical equipment or other works on electrical equipment that may give rise to danger such as working under live overhead power lines
Work involving the use of hazardous substances
Work involving ionising radiation Demolition work, Pressure testing of pipelines or systems During any excavation or breaking ground Removal of passive guardrails system Formworks Shuttering and De-shuttering works Loading and Unloading of Materials Concrete Pouring works A competent person is to be assigned responsibility and ensure an appropriate PTW system is introduced and suitable procedures are to be established and maintained
21. Noise and Vibration Exposure to high noise and vibration levels whilst at work can cause harm to personnel. Where noise and vibration levels exceed a certain degree, controls must be introduced to mitigate the potential damage. The table below shows the exposure action level and exposure limit values for both noise and vibration.
22. Housekeeping Sites are to be kept clean and tidy and free from slip, trip and fall hazards. All personnel are to be trained in the importance of good housekeeping and managers and supervisors must undertake regular monitoring and inspection of the workplace. Workplace are to be left clean and tidy at the end of each shift and where there is an accumulation of materials throughout the shift, at regular intervals as required to maintain a clean and safe site. Buildings under construction and nearing completion must ensure that all combustible and flammable materials are removed at the end of each shift.
23. Night Work Before any work at night commences authority is to be sought from the Engineers Representative and suitable arrangements are to be in place. HSE coverage will be provided for night shift activities. Area and task lighting is to be provided for all work areas and activities and the minimum. Designated walking routes and work areas are to be adequately lit and personnel are to be excluded from work areas or be protected against being struck by plant or vehicles. All trenches and excavations barricaded to be provided with blinkers and reflective lightings especially those located along vehicle and pedestrian access routes.
24 Climatic Conditions Extremes of weather will include as a minimum: • High temperatures and humidity • High winds • Dust storms
25 Personal Protective Equipment (PPE) and Work Clothing Personal Protective Equipment • Suitable and sufficient PPE will be provided to all employees in line with current legislation. PPE that is provided is to meet recognised international standards as outlined in QCS 2014, such as BS EN or ANSI. The following PPE is mandatory and is to be worn at all times on site (including visitors): • Safety helmet Safety boots Hi-visibility vest Work Clothing All personnel are to wear clothing appropriate for the work being performed. The wearing of shorts or sleeveless shirts by the workforce is prohibited. Clothing contaminated with grease, oils, fuels and other hazardous substances is not to be worn.
26 Safety Signs and Signals Safety signs are to be displayed where the risks to health and safety cannot be avoided by other means. Safety signs are to be pictorial wherever possible and where lettering is used it must be in English, Arabic and the native language of the workers on site. The colours and shapes of safety signs are to be consistent with BS 5499:2006 Code of Practice for Safety Signs including Fire Safety Signs,
27. Welfare Facilities Suitable and sufficient site welfare facilities must be provided and available when work on site commences (i.e. mobilisation phase) and throughout the work. Everyone on site must have access to adequate toilet and washing facilities, a place for preparing and consuming refreshments and somewhere for storing and drying clothing and personal protective equipment. Welfare facilities are to be easily available to people working on the site. Toilets need to be easily accessible from where the work is being done. Washing facilities should be as close as possible to the toilets. Washing facilities also need to be close to canteens and rest rooms so that people can wash before eating.
28. Toilets The numbers of toilets required will depend on the number of people working on the site and the different locations where work is taking place, (The ratio of 1:25 as a minimum). Wherever possible toilets should be flushed by water and connected to a mains drainage system. If this is not possible, toilets with a built-in water supply and drainage tank may be provided. If neither option is possible chemical toilets may be used as a last resort.
29. Washing Facilities Washing facilities are to be provided next to toilets, changing rooms and rest areas, they are to include:
A supply of hot and cold running water
Soap or other means of cleaning
Towels or other means of drying
Sufficient ventilation and lighting
Sinks large enough to wash face, hands and forearms
Specialized facilities will be provided for certain activities when necessary.
30. Drinking Water A suitable supply of cool drinking water is to be readily available. During the high summer season the necessary additives to replace lost minerals and salts will be provided. Where additives are provided the container must be clearly marked. Water is to be protected from contamination and its quality is to be tested on a half-year basis conducted by external independent laboratory samples will be taken in presence of Client or consultants representatives. Filters on coolers are to be checked and changed as required. Drinking water tankers are only to be used for their intended purpose, they are not to be used to for dust suppression by filling them with other than drinking water. Employees are to be provided with cups or a personal water bottle, the use of empty drinks bottles is prohibited.
31. Rest Facilities Rest facilities are to be clean and tidy and be adequately maintained. They are to have sufficient tables and chairs and provide cover from the elements (wind, dust, rain, heat). Rest areas are to be well lit and suitably ventilated by a sufficient quantity of fresh or purified air.
32. Smoking Areas Smoking is prohibited in all areas, including but not limited to:
Eating and rest areas
Accommodation and kitchens
Stores and storage areas
Refuelling areas
At all work sites, Designated smoking areas are to be set up in a safe area clear of any flammable or combustible materials. Smoking areas will be cleaned on a daily basis and a suitable means of extinguishing cigarettes is to be provided.
33. Slips Trips and Fall An injury resulting from a slip, trip or fall is the most common type of injury on construction sites. Procedures for managing slips, trips and falls that consider the ever-changing and dynamic nature of the worksite must be developed. The risks from slips trips and falls must be assessed and suitable controls implemented across all work areas and workplaces. Regular monitoring and inspection of the work areas (including offices and walking routes) is to be scheduled and carried out. All personnel are to be trained in the dangers of slips, trips and falls and instructed on the controls to be implemented and maintained.
34. Manual Handling Wherever possible, manual handling is to be avoided by using mechanical means (i.e. crane, forklift, trolley etc.). Additionally lifting aids such as kerb lifters, manhole lifters, suction pads used for carrying and fitting glazing etc. must be provided as appropriate. Where manual handling cannot be avoided the risk of injury must be reduced as far as possible by undertaking an assessment and identifying suitable controls.
35 Lifting & Shifting Equipment
Only authorized operators with valid driving licenses shall be permitted to operate lifting & shifting equipment
Do not allow any person other than the operator to travel on the equipment
All equipment shall carry the name plate showing the weight of the equipment along with its rated capacity.
Operate the equipment at the most minimum speed depending on areas and load conditions.
Avoid making quick starts, jerky stops or quick turns.
Never use the reverse control for braking
The operator shall keep feet and legs inside the operating station
The operator shall not leave the equipment in running condition.
A load backrest extension shall always be used to prevent danger to operate from the load.
Tie around the objects like pipe to prevent rolling
Operators shall regularly inspect their machines
All drivers shall attend the Defensive Driving training program. It is mandatory.
All Contractors Vehicles that require operation in Company Hazardous areas will be subjected to inspection by the permit issuer as per Company Fire & Safety Check list before entering the area.
Drivers working hours are strictly defined with suitable rest periods.
36. Material Handling The safety aspects during the material handling operations such as loading, unloading, transportation, stacking and stores arrangement must be duly considered. The material, which is greasy, wet, and slippery or dirty, shall be wiped dry before handling. While using lifting appliances, the workers must not stand directly under a suspended load and must keep away from wires or ropes under strain. Workers must have conversant with the safety in lifting & rigging operations as well as have trained banks man signals for such operations.
37. Planning The storage and movement of materials shall be carefully planned and arranged to make optimum use of the machines so that efficient service can be provided. Selection and storage shall be made taking into consideration of drainage and protection requirements against the elements. Storage areas shall be planned to minimize maneuvering of trucks into or out confined areas. Access ways shall be of sufficient width to accommodate over width loads. Materials such as cement and other bulk items shall be stored on racks or pallets to ensure that material is not in contact with the ground surface.
38. Mechanical Handling Appropriate lifting devices shall be utilized for lifting heavy items and bulk handling of materials. Drums shall be stacked on a pallet and similarly loose items should be secured inside a container before lifting or shifting with mechanical device. The materials inside a fragile container shall be protected with a substantially strong outer covering. Extreme precaution shall be applied while handling hazardous, explosive, toxic or flammable materials. The weight shall be verified prior to lifting the materials. The ground realities such as any spillage, prevalent danger or obstruction in the material handling area should be properly assessed. The load must be properly secured prior to raising or lowering it to prevent any accidental fall. The materials must not be stacked loosed on a platform, grating or pallet being hoisted.
39. Waste management A detailed waste management plan shall be made based on the different phases of the project and the nature of the waste generated at each phases. The waste management shall be documented, reviewed and approved for use, in case of use of third party for collection and disposal, they shall have legal license and method of collection, transportation and disposal shall be approved prior to use.
40. Leakage / Spillage
Make every effort to contain the spill immediately.
Avoid contact and instruct others to avoid contact with spilled materials as well as inhalation of vapor, fumes, smoke and dust.
Secure the spill area to prevent access until a spill response team can complete cleanup activities.
Exposed personnel shall obtain medical treatment for any resulting injury.
To remove contaminated clothing and flush / wash the affected the parts of an exposed person’s body to remove the chemicals and minimize the injury.
Wear all necessary PPE and immediately begin clean up, using any means of available to perform the cleanup.
Report the spill or leak immediately to the supervisor, plant manager and company HSE representative.
Review the SDS and determine the appropriate clean up procedure.
Before cleaning the spill the following terms to be considered,
Appropriate spill control material and cleanup material are available.
Appropriate PPE’s are available
Personnel familiar with equipment and clean up procedures
41. PAINTS & COATINGS In addition to the usual hazards associated with work activities, labor engaged in surface preparation and paint application can be exposed to the dangers of fire, explosion, toxic fumes, dust and insufficient air. 41.1 Spray Painting Safety
Do not point the spray gun toward any part of your body or at anyone else.
Store rags that have paint on them in closed metal containers labeled “oily rags.”
Press the pressure relief valve on painting canisters and painting guns prior to disconnecting them.
Do not store food or eat where spray painting is being performed.
Close the lids of containers of paint and thinner tightly after each use or when not being used.
Return containers of thinners, mineral spirits and other liquids labeled “Flammable” to the storage cabinet labeled “Flammable Storage,” when painting is finished.
Always wash your hands with soap and water after using paints or other toxic solvents to remove paint from your skin.
41.2 Fire and Explosion Hazards from Solvents
In paint systems normally the solvent vapor are flammable. In general other components are less dangerous. The danger of fire exists when solvents are in use.
The lower and upper flammable (explosive) limits define the range of vapor/air concentrations that are potentially explosive. The lower explosive limit (LEL) is readily obtained in the area near open solvent containers and near the nozzle of a spray.
Ventilation is required because all solvent vapors are heavier than air and tend to settle to the lower level in confined areas. Natural ventilation is rarely adequate. In general forced ventilation shall be applied, especially in small enclosures and always during spray painting.
Even with forced ventilation vapor concentrations during spray painting will be high. All labor shall wear adequate personnel protective equipment as appropriate.
Fire precautions shall be maintained. Smoking or the use of open flames is permitted only at designated areas.
41.3 Hazards Involved During Painting 41.3.1 Toxicity Most of the solvent contained in paints or used for cleaning are toxic in varying degrees. The dangers can arise from inhalation, ingestion or skin adsorption. Examples are turpentine, toluene, thinner, naphtha and enamel. Turpentine is very irritating and mineral spirits are mildly irritating. Extremely toxic solvents include benzene and all chlorinated solvents and the like. These solvents should not be used unless specifically necessary. 41.3.2 Skin Irritations Vapors from many solvents can cause mild to quite severe allergic skin irritations. Strong degreasing solvents remove natural skin oils and promote skin cracking. Adequate and readily available washing facilities shall be provided. Barrier creams may protect the skin against paint and solvents. The use of personnel protective equipment will help to prevent health problems. 41.3.3 Hazards from Flame Cleaning Major danger of explosion and fire exists when flame cleaning is done in the presence of flammable materials such as paint solvents. Flammable materials shall be removed prior to start of flame cleaning operations. Flame cleaning in confined spaces shall only be done when adequate ventilation is provided to remove fumes. 41.3.4 Hazards from Solvent Cleaning Solvents for wiping include mineral spirits, petroleum naphtha, turpentine and other products. Benzene, gasoline and carbon tetrachloride are dangerous and shall be selective used. Adequate ventilation shall be provided while solvent cleaning. 41.3.5 Hazards from Paint Preparation and Equipment Cleaning The solvents for the majority of paint systems used are toxic and flammable. Paints based on water solvents are used in limited locations. Paints shall be mixed in areas with adequate ventilation and washing facilities shall be available so that paints and solvents splashed on the body or in the eyes can be washed immediately.
8.2 Management of change
Management programs, identified risk control measures and Action Plans are amended, if required. If necessary, planning is also carried out through Management review meetings. Regarding management of change (MOC) the organization shall identify the OH & S hazards and OH & S Risks associated with changes in the organization, HSE management system, or its activities, prior to the introduction of the changes. XXX also ensures that the results of these assessments are considered for determining the appropriate controls.
8.3 Procurement requirement for OHSMS
XXX takes into consideration the HSE management system to control the ‘procurement of products & services’ to control the HSE risks arising from a) The contractors’ activities and operations that impact the organization; b) The organizations’ activities and operations that impact the contractors’ workers; c) The contractors’ activities and operations that impact other interested parties in the workplace.
8.3.1 General procurement
XXX has established, implemented and maintained a process to control the procurement of products and services in order to ensure their conformity to its HSE management system.
8.3.2 Contractors OHSMS requirements
XXX coordinates its procurement requirements with its contractors, in order to identify hazards and to assess and control the OH&S risks arising from the contractors’ activities and operations, XXX’s activities and operations that impact the contractors’ workers, contractors’ activities and operations that impact other interested parties in the workplace. XXX ensures that the requirements of its HSE management system are met by contractors and their workers. Procurement department includes occupational health and safety as a criteria during the selection of contractors.
8.3.3 Outsourcing OHSMS requirements
XXX controls outsourced functions and processes by ensuring that outsourced processes are consistent with legal requirements and other requirements and with achieving the intended outcomes of the HSE management system. The type and degree of HSE control are applied to these functions and processes are defined in the contract agreement.
8.4 Emergency preparedness
8.4.1 Mock Drills:
Are practical drills designed to test the capability of personnel or organization to perform a specific function (i.e., Fire, Spill response, communications, First Aid and Rescue). The HSE Coordinator, in co-ordination with other departments, shall identify all potential emergency situations or scenarios arising from the risk assessment associated with the company’s activities, operations and processes, including the means to eliminate, control and minimize the hazards and risk associated with it.
8.4.2 Emergency Drills
The Safety Officer, in coordination with the MR and Project Manager, shall plan and emergency drills at least once every Year.
Emergency drills shall cover all but not limited to different types of emergencies as follows:
Evacuation
Fire fighting
First aid.
Designated fire exits and evacuation areas (or “assembly points”) within or near the company premises shall be clearly marked and made clear to all personnel. Selected and assigned personnel shall supervise the evacuation, including headcount.
If planned results are not achieved, appropriate corrective actions shall be planned and carried out in accordance with “Non-conformance, Corrective & Preventive Action Procedure”.
The Safety Officer shall prepare and maintain records of “Emergency Drill Report” duly signed by the MR.
8.4.3 Emergency Equipment Monitoring & Inspection
The MR shall ensure that appropriate emergency equipment is provided, deployed and easily accessible in strategic areas of the company premises, where a potential environmental emergency and associated risk could potentially occur. Emergency equipment shall cover all but not limited to the following:
Fire Extinguishers
Fire Alarms
Fire Hose
Emergency Lights
Spill kits (in the event of chemical/oil spills)
First Aid Kit
The MR/HSE Officer and/or its assigned staff shall periodically check and monitor all emergency equipment. Frequency of inspection and maintenance shall be specified in the list. It shall be the responsibility of the HSE Officer and his designated staff to ensure that all emergency equipment are in good operational condition and easily accessible in the event of an incident and other emergency situation.
8.4.4 Emergency Situations Emergency situation can arise due to:
1. Fire
Activities
Mitigation
Responsibility form Mitigation
Vulnerable areas for fire are identified
1.Conduct Fire mock drill once a year 2.Used Fire Extinguisher with low pressure / invalid ones are to be refilled. 3.Display Emergency contact information
MR
Adequate first aid, firefighting equipment is made available during emergency
Fire alarm provided at security and relevant locations
Security
On information fire core group acts immediately
Emergency Response team
Emergency escape routes are earmarked and Emergency Plans displayed
MR
Emergency power supplies cut-off system available
Maintenance personnel
Employees are imparted awareness on emergency preparedness
MR ,Core Team
Assess the loss/damage and submit report to the management
Supervisor
Train existing and new employees on emergency response/evacuation as part of their induction program
Core Team
Handling Fire Emergency: The person who discovered the fire shall promptly report the matter to any ERT member and/or the Safety Officer through telephone, mobile phone or any other means of communication. In the event of fire, the following guidelines shall be as follows:
Call the ERT and report the location of fire.
Use the nearest fire extinguisher.
Wait for announcement.
Move out of the affected area.
Press the fire alarm.
Or shout “fire, fire, fire!”
Upon receipt of emergency call, the ERT shall respond immediately and shall act according to the following:
Use firefighting techniques.
Responds to emergencies as required.
Initiate orders and command activity with firefighting.
Call external Fire Department if the situation is out of control.
If situation is getting worse, evacuation shall be planned upon HSE’s recommendation and approval of the PLANT MANAGER.
The ERT and/or designated personnel (referred to as “fire fighters”) shall direct and lead all personnel/workers towards the designated evacuation area (or “assembly point”). Employees and visitors shall follow the following evacuation guidelines:
Proceed to the nearest exits or stairs.
Walk fast. Do not run.
Proceed to the designated evacuation area.
Do not go back to get personal items.
Wait for a further announcement.
The Safety Officer, in consultation with the Plant Manager shall make a recommendation if there is to be suspension of work, and shall take any necessary action if suspension is announced.
2 Handling Injury/illness of Personnel
a) In case of serious injured:
Shout for help.
Recover the injured person and administer first Aid as per injury treatment.
Do not attempt to move the injured person if you are not aware of handling back or neck injuries.
Call the ambulance and report the accident to the management as well as to control room.
If the injured person conscious ask if can walk, transport him to the nearest hospital.
If injured person is unconscious wait for the arrival of the rescue team
b) In case of illness:
Inform the supervisor.
The Supervisor or first aid nominated person must transfer the sick person to the hospital for proper medical treatment.
If vehicle not available call : AMBULANCE
3 Reporting & Meeting:
The Safety Officer, MR and other relevant personnel shall review and discuss any reported incident and shall plan corrective measures to avoid recurrence of the same environmental and OH&S emergency situation and incident.
Emergency procedures shall be reviewed and revised as necessary to reflect continual improvement on the company’s emergency preparedness and response plan
All matters discussed shall be communicated to all employees, contractors and other person working for or on behalf of the company through meetings and bulletin boards for general awareness.
4 Handling Chemical/Oil Spills The guidelines below shall be used in HSE emergencies such as oil or chemical spills and leaks resulting from handling, accidents and explosions that pose immediate danger to employees and environment:
For minor spills, clean the spills or leaks with absorbent materials and put the contaminated materials in a hazardous waste bin.
For major spills, call the ERT and report immediately the matter to HSE Officer and the HSE manager.
Then identify the type of chemical or oil spilled in the area and determine the source of all spills or leaks.
Use appropriate protections in handling spilled chemicals or oils.
Stop the source of leaks or spills.
Contain the spill or leaks using the techniques that best fit the situation.
For oil leaks, place an empty container under the source of the leak.
Tie-up the pipe or hose where a chemical comes out.
Replaced the defective pipe or hose.
Put the leaking container in a recovery or inside another container.
Rotate or shift the container to a position that stops the leak.
Use appropriate absorbent materials to remove the spills or leaks.
Limit the spill or leak to as small an area as possible.
Contain the spill chemicals within a salvage drum.
Remove the contaminated clothing & dispose them accordingly, then shower.
Decontaminate any tools used in the removal and clear-up of hazardous materials.
ERT shall ensure that appropriate PPE (Personal Protective Equipment) is used when handling chemical or oil spills.
5 Preparedness
Test the plans and procedures for adequacy at least once in 6 months.
Ensure the effectiveness of the emergency training through exercises and Mock drills.
Regularly inspect the existing emergency facilities, supplies and equipment and rectify any deficiencies.
Ensure provisions for notification, initial assessment and communication during an emergency situation.
Response o Ensure a safe and efficient evacuation during emergencies. o Ensure to maintain right level of security during any emergencies. o Communicate to news media and general public in the event of any emergency, accident or other incident, only after seeking concurrence from Chairman. o The steps taken in response to a fire, hazardous material incident, and situations requiring medical and/or rescue response shall be documented in detail.
6 Duties and responsibilities
HSE Officer
He will be in-charge of handling any emergency under the overall guidance of the Project Manager.
Guiding the various controllers end and co-ordinates in carrying out their function effectively.
Depending on the seriousness of the emergency ensure outside help.
Project manager
Immediately on knowing about the emergency he will proceed to the scene.
Quickly assess the scale of emergency.
To give instructions to managers for control of operations in other sections/shutdown
Ensure safety of personnel at site. Evacuate all unwanted persons from the site through operators or supervisors
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General Processes are monitored to verify such process parameters that have influence on the environment or personal safety and health. Monitoring and measuring are performed at appropriate stages of the Project implementation process. If required by customer, XXX follows the process monitoring and measuring procedures stated in relevant technological procedures, method statements or working directions. As the evidence of process conformity with the specified HSE requirements, the documented information with clear identification of a person responsible for product release are kept and maintained. The results of monitoring and measurement shall be analyzed and evaluated.
9.1.2 Customer Satisfaction and Legal Compliance Evaluation
9.1.2.1 Customer Satisfaction XXX shall collects information on customer perception to see whether or not the customer’s expectations were met by assessing the customer satisfaction related to the project and the performance of the HSE requirements. Any method can be used to collect this information like customer surveys, customer feedback on delivered products and services, meetings with customers, compliments or letters received from customers etc.
9.1.2.2 Evaluation of compliance XXXhas committed to compliance of applicable legal and other requirements it subscribes related to its environmental aspects and OH&S issues. XXXevaluates its compliance with its applicable legal and other requirements during MRM.
9.1.2.3 Analysis and Evaluation Data analysis represents a process of the transformation of inputs (data and information) into outputs (analysis result, proposed actions) in terms of detecting the rate of conformance, development trends, objective implementation, action effectiveness, degree of customer satisfaction, performance and effectiveness of management systems, actions taken to address risks and opportunities, performance of external providers etc. The evaluation of compliance to HSE requirements on regular basis and being discussed during the management review meeting and is monitored as stated in procedure for Legal and other requirements. XXXshall ensure that the
Frequency of the evaluation is determined
Evaluation of compliance is done as per determined frequency and take action If needed
Knowledge and understanding of its compliance status is maintained.
9.2 Internal audit
XXX shall conduct internal Audits at planned intervals to determine whether the HSE management system:
Conforms to the planned arrangements to the requirements of ISO 45001:2018, ISO 14004:2015 and to the HSE management system requirements established by XXX as per this HSE Plan for the project.
Whether or not the system has been effectively implemented and maintained.
An audit program shall be planned, taking into consideration the status and importance of the processes and areas to be audited, as well as the results of the previous audits. The audit criteria, scope, frequency and methods shall be defined. The selection of auditors and conduct of audits shall ensure objectivity and impartiality of the audit process. Auditor shall not audit their own work. XXX have established a documented procedure for Internal Audit, and to define the responsibilities and requirements for planning and conducting audits, establishing records and reporting results. It is ensured that relevant audit results are reported to workers, and, where they exist, workers’ representatives, and other relevant interested parties. The management responsible for the area being audited shall ensure that any necessary corrections and corrective actions are taken without undue delay to eliminate detected non conformities and their causes. Follow-up activities shall include the verification of the actions taken and the reporting of the verification results. The response time for submission of an action plan to address detected non conformities shall be identified.
9.3 Inspections and Audits
Statutory Inspections Statutory inspections. will be in accordance with the requirements as per ABC guideline’s and requirements. A record of inspection checklists and inventory details will be maintained by MR. Any of the above equipment lifting gear that is found to be defective will be removed from service and marked or sprayed with Red tag to indicate that it is not to be used. All defective equipment will be removed from the worksite.
Monitoring Management, supervisors, engineers and health and safety staff are to carry out regular monitoring of the workplace as they pass through. Supervisors have a key responsibility for the safety of workers under their control and are to continually assess and be constantly on the lookout for any hazard that might arise in the work areas. Supervisors should ensure that workers are carrying out pre-operational checks and are alert for any unsafe conditions and actions. All monitoring and measurement HSE equipment used for verification shall be controlled and calibrated to ensure that such devices are available to guarantee continuity of in-process measurement capabilities. Monitoring and measuring equipment must be:
Calibrated or verified at specified intervals or prior to use, based on recognized standards.
Adjusted or re-adjusted as necessary in accordance with manufacturer’s instructions.
Identified to enable calibration status to be determined.
Safeguarded from adjustment, which would invalidate measurement results.
Protected from damage or deterioration during handling, maintenance or storage.
Inspections and Audits Inspections, tours and audits will be carried out by all levels of management and supervision. An inspection and audit programme will be established by XXX in accordance with the final HSE Plan. Results of health and safety inspections, tours and compliance audits must be recorded in an agreed format and will be analyzed on a regular basis to identify any negative trends. Inspection verification shall be done by XXX’s HSE Co coordinator and team before equipment or power tools are used. HSE audit will be carried out internally (Site quality audit team) on a monthly basis, 6 monthly (XXX’s quality audit team). Copies of inspections and audits are to be issued to the Engineers Representative, where applicable.
9.4 Management review
The management review meetings take place in order to evaluate the business activities and HSE Management System as a whole. It shall be at planned intervals to ensure its continuing suitability, adequacy and effectiveness. During these meetings the effectiveness of the HSE management system is reviewed. The review shall include assessing opportunities for improvement and the need for changes to the HSE management system, including the policies and objectives. Data will be studied to see if objectives and plans are being achieved, and areas where action is needed will be identified and action taken accordingly. Customer and interested parties feedbacks is studied and suggestions are made for improvements and guidance to maintain good relationships with them. We at XXX, ensure that the frequency of the management review meeting is enough to ensure the effectiveness of the system. These meetings will be held on a six monthly basis.
The following are the inputs identified for the management review:
Status of actions from previous management reviews
Changes in external and internal issues that are relevant to management systems
Information on the performance and effectiveness of the HSE management systems including trends in :
feedback from relevant interested parties
The extent to which all the HSES objectives have been met
Non-conformities and corrective action
Monitoring and measurement results
Audit result
Performance of external providers
Results of workers participation and consultation
Legal changes
HSE performance
Serious incidents/accidents
Legal compliance
The adequacy of resources
The effectiveness of actions taken to address risks and opportunities
Opportunities for improvement
The outputs of the management review shall include decisions and actions related to:
Opportunities for improvement
Any need for changes to HSE management system
Resource needs
Reviewed and revised HSE policy and objectives
opportunities to improve integration of the HSE management system with other business processes;
Any implications for the strategic direction of the organization.
XXXshall maintain documented information as evidence for the management review process.
10 Improvement
10.1 General
XXX shall determine and select opportunities for improvement enabling it to achieve enhanced customer satisfaction or to meet any customer requirements.
10.2 Incident investigation, non-conformity and corrective action
All Incidents with OHS and environmental concerns are reported to HSE Officer by the section in charge immediately after the incident. HSE Officer, upon receiving the information, immediately visits the site of incident to collect all possible available information from incident site. After assessing the potential/actual severity of the incident, HSE Officer reports the same to Project Manager who constitutes an investigation team to investigate & analyze the incident as per the Procedure for Incident Reporting & Investigation. Incidents, investigation and actions taken are communicated to relevant workers and other relevant interested parties. The incident management procedure of ABC shall be incorporated into the final HSE plan for the project and ensure that the requirements are understood and implemented. The investigation team submits a report by including underlying OHS and environmental deficiencies & factors causing & contributing to the incidents need for corrective action, opportunities for preventive action and for continual improvement. Concerned section heads/process owners have to initiate corrective action as per the investigation report. XXX shall ensure that product which does not conform to customer or statutory requirements is identified and controlled to prevent its unintended use or delivery. The need for corrective action is determined on the basis of identified actual non-conformities. Corrective action requests are typically triggered by such events as a failed inspection, customer complaint and/or product return on quality issues, non-conforming delivery from a supplier, or a system audit finding. The corrective action Program in the XXX typically encompasses a Plan-Do-Check-Act cycle and involves the following activities.
Investigating the Non conformity to determine the root cause
Assessing the magnitude and impact of the problem
Initiating measures for correction of the Non conformity
Identifying and recording actions taken to prevent recurrence of the Non conformity
Update risks and opportunities determined during planning, if necessary;
Follow up action to review the effectiveness of any corrective action taken.
10.3 Continual improvement
XXXshall continually improve the suitability, adequacy and effectiveness of its management systems. Continual improvement is demonstrated by the effectiveness of its management systems through the use of its policies, objectives, and audit results, analysis of data, corrective actions and management review. Continual Improvements shall be identified in all areas of operation and every effort shall be taken to ensure that the improvements initiated are carried out on continual basis. Training shall be imparted to all concerned on the concept of continual improvement and the tools to be used to achieve the improvement where required. The effectiveness of Continual Improvement Plans shall be monitored and reviewed periodically and the same shall be discussed in MRM.
10.4 Safety Culture and Awards A safety award scheme will be implemented to recognize employees who contribute above their normal duties as an employee in keeping the site, themselves and other personnel safe from injury or ill health. Categories of safety award and recognition may include the following:
Safety leadership – anyone who shows leadership or takes the initiative to ensure the safety of themselves or others Safety initiatives/improvements/suggestions
Near miss reporting Towards enhancing HSE culture and improving human behaviour XXXshall initiate campaigns e.g. Work-At-Height, Hand Safety, Beat the Heat etc. throughout the year to raised awareness among workforce. Campaign plan and safety award program will be aligned to the organisation’s strategic vision and planning. To acknowledge the contributions that employees make in fostering a culture of health and safety in the workplace a quarterly recognition award will be held on site. All essential criteria shall be met in order to be eligible for an award which include the following
Demonstrated commitment to health and safety in the workplace. Commitment goes beyond the requirements of the employee(s) role, it is proactive and preventative. Works towards continuous improvement of health and safety in the workplace. For example activities/actions taken to prevent injuries or illnesses, prevention of unsafe conditions or practices. Promote a work and service environment that is respectful, collegial and supportive
This procedure ensures that all personnel working at sites are equipped with proper protection for eyes, face, head, extremities, hearing, and respiratory system, as well as guidelines for the use and maintenance of PPE and to implement the same to protect the personnel. This is applicable to all personnel working in the XXX premises.
2.0 SCOPE:
All location
3.0 RESPONSIBILITY:
Operators should wear appropriate as required for the process.
Supervisors are responsible to verify the effectiveness of the usage, corrective action plan and monitoring.
Plant Manager is overall responsible for verifying the schedules are followed as per the SOPs.
The Management to provide proper PPE’s
Stores In charge to maintain the appropriate stock of PPE’s and issue the same in concurrence with Supervisors.
Purchase to procure quality and reliable PPEs. To ensure timely availability of PPE
4.0 PROCEDURE
4.1 The PPE’s used is appropriate as per the required national / international standards. 4.2 Where PPE’s have to be cleaned by the respective operator, they are trained and accountable for cleaning in accordance with the manufacturer’s recommendations. 4.3 XXX ensures that employees are properly trained for the use and fitting of the appropriate PPE. 4.4 Improper fitting or defective / damaged PPE are not used and if found, is reported to the managers / supervisors promptly. 4.5 PPE exposed to chemicals are decontaminated after use. Any PPEs that cannot be decontaminated are removed from service and disposed of in accordance with the plant waste disposal requirements. 4.6 Managers / supervisors ensure that all the employees are equipped with appropriate PPE prior to the commencement of any task for which PPE is required. 4.7 Office employees and visitors adhere to the PPE requirements as per the list of PPE. 4.8 PPEs to be worn are decided according to the Risk assessment – EMS and OHSMS carried out for all the activities. 4.9 While implementing the control measurements for the identified risks, PPE is taken as the last resort of control where risks cannot be eliminated, reduce, substituted by design. 4.10 There would be continual improvement on site to eliminate, substitute, reduce or risks taking place even whilst PPE would be adhered to on site. 4.11 Risk assessment is done on a regular basis. 4.12 Results of hazard assessments are communicated to all affected employees, including employees’ representatives where appropriate. 4.13 Work areas and / or tasks are reassessed as necessary to include any new equipment and/or processes introduced to the facility or any new work tasks assigned to employees.
Eye and Face Protection
Employees wear appropriate eye and face protection for work areas or tasks presenting a potential for injury from:
flying particles, including powders and dusts;
liquid chemicals;
vapours;
injurious light radiation; and
Any other hazards identified by work area or task assessments.
Employees wearing prescription eyeglasses wear one of the following when safety glasses are required:
Approved safety glasses with corrective lenses.
Over the frame safety glasses covering the prescription glasses.
Goggles covering the prescription glasses.
Prescription eyeglass inserts are provided to employees who require corrective lenses and wear full-face piece respiratory protection for their job duties.
Employees, who perform welding, cutting, and other tasks with the potential for injury from light radiation, use PPE equipped with filter lenses that have a shade number appropriate for the work being performed.
Hand Protection
Gloves are used when performing tasks with the potential for:
Cuts and abrasions
Chemical exposure
Temperature extremes (hot or cold)
When more than one glove type is required for a work area or task, the appropriate type are used for protection against the specific hazard for which it was designed and specified. One glove type cannot provide protection against all types of hazards
Head Protection
Employees wear appropriate head protection whenever there is potential for head injury from falling objects, exposure to unprotected electrical conductors, or inadvertent contact with low hanging structures.
Hearing Protection
The section with high noise area should be provided with earmuffs to all employees / visitors.
Foot Protection
Employees wear appropriate safety shoes when working in areas, or performing tasks, that present a potential for foot injuries due to:
Falling or rolling objects.
Objects piercing the sole of the shoe.
Exposure to electrical hazards.
Employees who are required, as a primary part of their job, to lift or handle materials that pose a potential for foot injury must wear safety shoes.
Office employees and visitors entering areas of the facility where safety shoes are required must as minimum wear strong sensible footwear and the appropriate equipment.
Employees who are provided protective or safety shoes leave these shoes at the facility in order to ensure that the shoes are available for use at the facility each day.
Respiratory Protection
Where source control and other engineering controls are not feasible, employees are equipped with appropriate respiratory protection (e.g., dust masks).
This procedure is to ensure legislative compliance and improved environmental performance & establish required waste management practices for waste arising at the XXX.
RESPONSIBILITIES
Certification Engineer is responsible for monitoring the overall amount of waste generated and the amount of waste disposed on a monthly basis.
The respective area owners are responsible for training employees and keeping track of waste generated in their area of work .
MR and Certification Engineer are responsible to establish goals and objectives for the continual improvement of waste minimization and management.
DESCRIPTION
WASTE: A substance (liquid or solid), which is identified as to be discarded. This includes all materials that are classified as waste by EPA.
BY-PRODUCT: A material generated by our activities that can be recycled or reused at no cost to XXX. This includes materials sent off site for recycling or reuse (e.g. scrap metal).
WASTE CARRIER: Person or company authorized by regulatory authority to transport waste.
WASTE MANAGEMENT FACILITY: Facility authorized by regulatory authority for the storage, treatment or final disposal of waste.
HAZARDOUS / SPECIAL WASTE: Waste which may cause harm or as defined by EPA.
OPERATIONAL CONTROL PROCEDURE
4.1. Waste Assessment
Perform an assessment, with periodic review of site waste generation (identify, quantify and characterize all waste streams) and the potential impact of wastes on the environment to establish appropriate waste management procedures and waste minimization activities.
Establish goals and objectives for the continual improvement of waste minimization and management.
Periodic review of registers of waste carriers and waste management facilities to ensure that it is up-to-date and no changes.
4.2 Segregation and Storage of Different Types of Waste
Segregation of wastes according to types of waste like Paper, Oil, Plastic shall be done.
Provide good condition and integrity of storage facilities suitable for the type of waste material to be stored in it.
Storage facilities to be adequately labeled detailing description of waste, and hazard / compatibility warnings, and contact details for further information.
Secondary containment (e.g., bunding) in the case of liquid storage.
Refer to the ‘list of wastes generated’ & update the list if the waste generated is not mentioned.
Maintain details of disposed waste in “Waste Monitoring Record”.
4.3 Minimization of Waste Production
Control production processes to minimize waste production.
Segregate recyclable waste from other waste where practicable, cost effective or mandatory.
Progress schemes aimed at reducing disposal costs and increasing recycling.
4.4 Transport Arrangements for the Wastes
Arrangements in place should fulfill EPA requirements.
4.5 Administration
Retain waste disposal documentation as required to comply with EPA requirements or for 3 years, whichever is longer.
4.6 Waste Management Training
Induction program on site waste management procedures has to be carried out for all new employees.The relevant waste management procedures training has to be planned periodically (e.g. annual) for the employees as per their area of responsibility.
Persons responsible for site waste management should possess sufficient knowledge of the subject and know where to obtain additional professional support.
