3تدريب توعوي على نظام الإدارة المتكاملة-ثالثاً-الآيزو 45001-2018 نظام الصحة والسلامة المهنية.ppt

ت ةرادلإا ماظن ىلع يوعوت بيرد
ةلماكتملاIntegrated Management
System (IMS)
وزيلآا :
ًايناث
2018:45001 ةحصلا ماظن
ةينهملا ةملاسلاو

ةينهملا ةملاسلاو ةحصلا ةرادإ ماظن يوتحي
ISO45001 ماع يف هرادصإ مت رايعم ثدحأ ىلع
2018.
ببسب ةريبك حاورأ قهز
ُت ،ملاعلا ءاحنأ عيمج يف
ثداوحلا نم ريثكلا دوجو عم .ةينهملا تاباصلإا
ةيلوؤسم ةسسؤم لك قتاع ىلع عقت ،تاباصلإاو
تاسرامم لضفأ ينبتISO45001:2018 نمف .
تامظنملل نكمي ،تاسرامملا هذه دامتعا للاخ
عئاضلا تقولا ليلقت قيرط نع اهتيجاتنإ نيسحت
ةياعرلل ةديازتملا ةفلكتلا عم .تاباصلإا ببسب
،ةيحصلا
رايعمل
ًاقفو( رطاخملا ليلحت دعاسيس
31000
ISO فيفختلل تاوطخ ذاختا ىلع تاسسؤملا )
متي .ةيبلسلا ةيئيبلا ةملاسلاو ةحصلا رطاخم نم
بيردت ءارجإISO 45001:2018 ةعومجم لبق نم
نيققدملا بيردت كلذ يف امب ةيجاتنلإا ةرادإ
.ةفصاوملا هذه ىلع نييلخادلا
ةمدقم
2

•ISO 45001 is a globally accepted standard
developed by the International Organization
for Standardization (ISO) for the
implementation of an Occupational Health &
Safety management system (OH&S MS).
•The standard has adopted the Plan-Do-Check-
Act (PDCA – Deming’s Continual Improvement
Cycle) method to establish and improve the
business obligation & OH&S performance of
the organization. • It is a standard which
outlines the basic, fundamental requirements
for any organization to effectively handle
OH&S issues.
What is ISO 45001?
3

•Any organization of any size, micro, small,
medium to large
•Any organization which has activities that can
lead to OH&S issues
•Any organization, who wants to eliminate or
mitigate the OH&S risk
•Any organization, who wants to improve
productivity by improving OH&S performance..
Who requires ISO
45001?
4

•Well-thought-out OH&S
Strategy
•Consideration for all possible
OH&S risks
•Higher level of statutory
compliance
•Stakeholder/ Interested Party/
Customer Oriented, processes
•Clearly defined roles, goals,
and responsibilities
•Preparedness for any
potential emergency
•Improved OH&S performance
•Productivity Improvement &
Cost Reduction
 ةحصلل ةسوردم ةيجيتارتسا
؛ةينهملا ةملاسلاو
 ةحصلا رطاخم عيمج ةاعارم
؛ةلمتحملا ةينهملا ةملاسلاو
 لاثتملاا نم ىلعأ ىوتسم
؛ينوناقلا
 فرطلا/ةحلصملا باحصأ
؛تايلمع ،ءلامع /متهملا
 تايلوؤسمو فادهأو راودأ
؛حوضوب ةددحم
؛لمتحم ئراط يلأ دادعتسلاا
 ؛ءادلأا نيسحت
OH&S ةيجاتنلإا نيسحت
ةفلكتلا ضفخو
What are the benefits of ISO 45001
5

•Efficient & Effective, OH&S
Performance Management
•Better internal controls on
Health & Safety
•Cost Reduction &
Productivity Improvement
•Improved Work
Culture….Think health &
safety, first
•Expect a good brand image
•Growing access to business
partners and potential
customers
 ة
dراdدإ ،ةيلاdعفو ةdءاdفك
d
ءادأ
OH&S؛
 ىلع
dلضفأ ةيلخاد طباوdض
؛ة
dملاسلاو ةdحصلا
 نيس
dحتو ةdفلكتلا dضdفخ
؛ةيجاتنلإا
 .... لمعلا ةفا
dقث نيسحت
ةملاسلاو ةحصلا يف ركف
؛
ًلاوأ
 ةملا
dعلل ةديج ةdروdص عقوت
؛ةيراجتلا
 ءاكر
dش ىلإ dلوdصولا ةدايز
ءلامعلاو لام
dعلأا
.نيلمتحملا
What are the benefits of ISO 45001
6

Leadership Involvement & their
commitment towards OH&S
Employee Engagement, in the
evolution & implementation
Raised awareness of
individual’s roles &
responsibilities in achieving
their OH&S objectives;
Simple, easy-to-use,
documentation
Comprehensive Risk
assessment as per ISO 31000
OH&S Data Collection &
Information Sharing
Extensive internal audit as per
ISO 19011
Systematic reduction of OH&S
concerns
Effective Management Review
 ماظن هاجت اهمازتلاو ةدايقلا ةكراشم
؛ةينهملا ةملاسلاو ةحصلا ةرادإ
 عيمج ىلع ،نيفظوملا كارشإ
ةمظنأ ذيفنتو ريوطت يف تايوتسملا
ISO 45001 2018
 راودأب يعولا ىوتسم عفر
قيقحت يف درفلا تايلوؤسمو
ةينهملا ةملاسلاو ةحصلا فادهأ
مادختسلاا ةلهسو ةطيسب قئاثو
 بسح رطاخملل لماش مييقتISO
31000
تامولعملا ةكراشمو تانايبلا

ـل ًاقفو لماشلا يلخادلا قيقدتلا
ISO 19011
 ةحصلا فواخمل يجهنملا ضيفختلا
ةينهملا ةملاسلاو
.ةلاعف ةرادلإا ةعجارم
رايعملل ةيسيئ
dرلا حاجنلا لماوع
ISO 45001

7

Reduced instances of
OH&S injuries
Improved Compliances
Better preparedness to
face emergencies
Productivity
Improvement
Improved 5S
Overall Cost Reduction
 ةحصلا تاباصإ تلااح ليلقت
؛ةينهملا ةملاسلاو
؛لاثتملاا نيسحت
 ةهجاومل لضفأ دادعتسا
؛ئراوطلا تلااح
؛ةيجاتنلإا نيسحت

ـلا نيسحت
5S ؛
.ةيلامجلإا ةفلكتلا ضيفخت
سايقلل ةلباق جئاتن
8
Measurable Results

ISO 45001:2018
System diagram
5
Leadership
and worker
participatio
n
Plan Do
CheckAct
Intended
outcomes
of the OHSMS

Scope of OHSMS(4.3/4.4)
Needs and
expectations
of workers and
other interested
parties (4.2)
External
and internal
issues (4.1)
4
Context
of the
organisation

Context of the organization
4.1 and 4.2
Understanding the
organisation, the needs
and expectations of
workers and interested
parties
Where are we?
Where do we want to get to
(determine scope and
OHSMS)?
** Political/Economic/Social/Technological/Legal/Environmental – for external issues
*workers, owners, financiers, customers, local community, regulators, competitors,
Suppliers, contractors, subcontractors, work reps,, & of those who is relevant to the OHSMS.
Internal Issues –governance, strategies, culture, activities, products, services, participation…
10

11
Context of the organization

12
4. The Context 4. ةمظنملا قايس

4.1اهقايسو ةمظنملا مهف
اهل هبتنت نأ دب لا طاقن

ًايرورض ًارمأ ةمظنملل يليغشتلا راطلإا مهف دعُي
هذيفنتو ةينهملا ةحصلاو ةملاسلا ةرادإ ماظن ءاشنلإ
؛هل رمتسملا نيسحتلاو هتنايصو
 ةرادإ ماظن ديقعتو عون ةمظنملا لمع راطإ ددحيس
؛ةينهملا ةحصلاو ةملاسلا
؛هترادإ دارملا ليغشتلا راطإ تاملعم ةمظنملا ددحت
 ضرعت ىلع ةيجراخلاو ةيلخادلا تاملعملا رثؤت
يف صرفلا ديدحت ىلع كلذكو ،رطاخملل ةسسؤملا
ضرعتت يتلا رطاخملا مييقتو ديدحتو ماظنلا ميمصت
عيمج ةاعارم بجيو ،ةينهملا ةملاسلاو ةحصلا اهل
ريغ( لماش ررض يأ و يليغشتلا لمعلا راطإ ريياعم
؛هيلع رثؤت نأ نكمي اهرودب يتلاو ،)رشابم
 مييقت ةسارد يف لعفلاب اهديدحت مت يتلا رطاخملا
.رطاخملا
13
4. The Context 4. ةمظنملا قايس

4.1اهقايسو ةمظنملا مهف
اهل هبتنت نأ دب لا طاقن
:ديدحت ةمظنملا ىلع بجي
 ماظنب ةلصلا تاذ ةمتهملا ىرخلأا فارطلأا
ةينهملا ةحصلاو ةملاسلا ةرادإ
،
؛نيفظوملا فلاخب
 لثم( ةلصلا تاذ تاعقوتلاو تاجايتحلاا
ةينعملا فارطلأاو نيفظوملل )تابلطتملا
؛ىرخلأا
 وأ بجي تاعقوتلاو تاجايتحلاا هذه نم يلأ
؟اهب مازتللاا حبصي نأ نكمي
14
4. The Context 4. ةمظنملا قايس

4.2 فارطلأاو لامعلا تاعقوتو تاجايتحا مهف
ىرخلأاى ةينعملا
اهل هبتنت نأ دب لا طاقن
 ليبس ىلع( ةيمازلإ تاعقوتلاو تاجايتحلاا ضعب
يف ةجردم ينعملا فرطلا تابلطتم تناك اذإ ، لاثملا
ىلع تاقفاوملاو حيراصتلاو حئاوللاو نيناوقلا
.)ةيمازلإ يهف ، ةمكحملا وأ ةلودلا تارارق
 ةيمازلإ ةرورضلاب تسيل ينعملا فرطلا تابلاطم
دامتعا وأ ةيعاوط اهلوبق ةمظنملا ررقت دق .ةمظنملل
وأ دقع ماربإ لثم( نيرخلآا ةحلصملا باحصأ تابلطتم
حبصت ، ةلاحلا هذه يف .)ةيعوط ةردابمب مازتللاا
دنع رابتعلاا يف ذخؤتو ةسسؤملل ةيمازلإ تابلطتملا
ةينهملا ةملاسلاو ةحصلا ةرادإ ماظن ذيفنتو ميمصت
15
4. The Context 4. ةمظنملا قايس

4.2 فارطلأاو لامعلا تاعقوتو تاجايتحا مهف
ىرخلأاى ةينعملا
ةيلمع ةلثمأ
 ةرواجملا نكاسملا ىلإ ةثعبنملا ءاضوضلا ميظنت
؛ةيمازلإ ربتعت اهترادإو ةعانصلل
 جتني امم عنصملا لوح تابكرملا رورم ةكرح ةدايز
.رابغو ءاضوض هنع
 ةلصفم ىواكش يأ دوجو ةلاح يف :ةيرابجلإا ةرادلإا
ةرادإ لبق نم مازتلا كانه ناك اذإ ناكسلا نم
؛ةلكشملا ةجلاعمب ةمظنملا
 ةملاسلاو ةحصلا ةرادإ ماظن نيب ة
ّيِنْيَب تلاصو كانه
؛ ةيئيبلا ةرادلإا ماظنو ةينهملا
 فارطلأا نإف ، لمعلا ناكم يف ءاضوضلل ةبسنلاب
؛تاطلسلاو لماعلا يه ةينعملا
 يه ةينعملا فارطلأا نإف ،ةيئيبلا ءاضوضلل ةبسنلاب
.تاطلسلاو ناريجلا
16
4. The Context 4. ةمظنملا قايس

Interested parties, other than employees, may be:
(a)Legal and regulatory authorities (local regional,
national or international)
(b) parent companies
(c)Suppliers, contractors and subcontractors
(d) Representatives of workers
(e)Employees ' associations and employers '
associations
(f)Owners, shareholders, customers, visitors, local
communities and neighbors of the organization and
the public
(g)Potential customers, medical and other social
services, the media, the academic community, business
associations and NGOs
(h)OHS organizations, professional OHS (e.g. the OHS
Engineer)
1717
4. The Context 4. ةمظنملا قايس

18
➪Internal Parameters
Infrastructure
Automation
Human Resources
Innovations
External Parameters
Customers
Competition
Legislation
Regulations
New technologies
Modern materials
Interested Parties
Customers
Workers
Owners/
shareholders
Suppliers and
Partners
Society
1818
4. The Context 4. ةمظنملا قايس

19
4. The Context 4. ةمظنملا قايس

4.3 ةملاسلاو ةحصلا ةرادإ ماظن قاطن ديدحت
ةينهملا
قيبطتلا قاطن ديدحتل ةيساسلأا دعاوقلا
 ةحصلاو ةملاسلا ةرادإ ماظن قاطن فيرعت ىعسي
ةيليغشتلاو ةيداملا دودحلا حيضوت ىلإ ةينهملا
دودحلاو فئاظولاو ةيميظنتلا تادحولا لثم(
؛ماظنلا قيبطت اهيف متي يتلا )ةيداملا
 ؛اهدودح ديدحت يف ةنورملاو ةيرحلا ةمظنملل
وأ اهلمكأب ةمظنملا ىلع رايعملا قيبطت راتخت دقف
، لاثملا ليبس ىلع( اهيف نيعم مسق ىلع طقف
ةغبصلأا جاتنلإ امهدحأ ،نيعنصم اهب ةمظنم
اهنكميف ،ةيكيتسلابلا بيبانلأا جاتنلإ يناثلاو
.)نيعنصملا دحأ داعبتسا
20
4. The Context 4. ةمظنملا قايس

قيبطتلا قاطن ديدحتل ةيساسلأا دعاوقلا
 قاطنلا مادختسا زوجي لا ةطشنلأا داعبتسلا
ريثأت اهل نوكي دق وأ اهل يتلا تامدخلاو تاجتنملاو
ةملاسلا ة
dرادإ ماظن ءادأ ىلع
وأ ةينهملا ةحصلاو
؛اهريغو ةينوناقلا هتابلطتم كهتنت
 نع ةرابع قاطنلايليثمتو يعوضوم نايب
representative& objective An statement فئاظول
ةرادإ ماظن يف اهنيمضت مت يتلاو ،ةمظنملا
؛ةينهملا ةحصلاو ةملاسلا
 ةينعملا فارطلأل ماظنلا قاطن رفاوت نإ وه
.يمازلإ بلطم
 ةرادإ ماظن ةيقوثوم فقوتت ،قاطنلا ديدحت دنعو
دودحلا رايتخا ىلع ةينهملا ةحصلاو ةملاسلا
سردت نأ ةمظنملا ىلع بجاولا نم اذل .ةيليغشتلا
ريثأتلا وأ ةباقرلا ةجرد ىلع هسرامت دق يذلا
.تامدخلاو تاجتنملاو ةطشنلأا
21
4. The Context 4. ةمظنملا قايس

4.3 ةملاسلاو ةحصلا ةرادإ ماظن قاطن ديدحت
ةينهملا
ةيلمع ةلثمأ
 قيوست طقف لمشي نأ ةكرشلا قاطنل نكمي لا
عنصم اهيدل نوكي امدنع ةكرشلا بتاكم ليغشتو
.لمعلا ناكم يف ةروطخلا ديدش جاتنإ
 امدنع لوبقم ريغ "ةيئاملا ناوللأا جاتنإ" قاطنف
وهو ،ناوللأا تابيذم جاتنلإ طخ ةكرشلا ىدل نوكي
رثكأ رطاخمب ددهي هنلأ ،هداعبتسا هنكمي لا ام
.ةروطخ
22
4. The Context 4. ةمظنملا قايس

23
4. The Context 4. ةمظنملا قايس

4.4ةينهملا ةملاسلاو ةحصلا ةرادإ ماظن
ةظوحلم
نم نيعم مسق ىلع طقف قبطني رايعملا ناك اذإ
تايلمعلاو تاسايسلا مادختسا نكميف ،ةمظنملا
ةيبلتل ةمظنملا نم ىرخأ ءازجأ اهتروط يتلا
:نأ ةطيرش ،رايعملا تابلطتم
؛ةمظنملا نم ءازجلأا هذه ىلع قبطنت
 ةيطغت ىلع ةرداق تايلمعلاو تاسايسلا هذه نوكت
؛رايعملا تابلطتمل لاثتملاا
• ةملاسلاو ةحصلا تاسايس يه ةيجذومنلا ةلثملأا
ةيبيردتلاو ةيميلعتلا جماربلاو ،ةيعامجلا ةينهملا
.ةيزكرملا ديروتلا ةرادإ ةمظنأو ،ةيعامجلا
•يف45001:2018 ISO تاءارجلإ تابلطتم دجوت لا
.ةقثوم
• ةبولطملا تايلمعلا ماظنلا نمضتي نأ بجي
.اهتلاعافتو
24
4. The Context 4. ةمظنملا قايس

4.4ةينهملا ةملاسلاو ةحصلا ةرادإ ماظن
يلمع لاثم
ضعب ذيفنتو قيسنت متي ، ةماعلا ةمدخلا يف
متي .ةيزكرملا تايرتشملا ةرادإ لبق نم تايلمعلا
ساسأ ىلع مهيلع ةقفاوملاو نيلواقملا مييقت
تايرتشملا ةرادإ لبق نم ةماعلا تايرتشملا ةحئلا
هذه يف .اهب ظافتحلااو دوقعلا ماربإ متيو ةيزكرملا
يف نيدمتعملا نيلواقملاب ةناعتسلاا نكمي ،ةلاحلا
.ةمدخلا هذه
25
4. The Context 4. ةمظنملا قايس

4.4ةينهملا ةملاسلاو ةحصلا ةرادإ ماظن
ةقيثو يف ةدراو تامولعم" نيب زييمتلا لجأ نم
Information Document تارابعلا رايعملا مدختسي ،"
:ةيلاتلا
"
ـل ليلدك ةقثوملا تامولعملاب ظافتحلاا
امم "...
؛تافلملا ينعي
"تادنتسملا تامولعمب ظافتحلاا ينعت يتلا "
dقئاثو
تافلملا ءانثتساب ماظنلا ،ةيباتكلا تايلمعلا لثم(
.)كلذ ىلإ امو ،لمعلا تاميلعتو ،تاءارجلإاو
26
4. The Context 4. ةمظنملا قايس

4.4ةينهملا ةملاسلاو ةحصلا ةرادإ ماظن
نأشب رايعملا يف اهيلإ راشملا طاقنلا يلي اميفو
:تافلملا فلاخب ماظنلا قئاثو دوجو طارتشا
.1( قاطنلا4.3)
.2( ةينهملا ةملاسلاو ةحصلا ةسايس5.2)
.3( ةيميظنتلا تاطلسلاو تايلوؤسملاو راودلأا5.3)
.4( صرفلاو رطاخملا6.1.1)
.5 رطاخملا ةرادإ تاءارجإب ةطبترملا تايلمعلا
( صرفلا للاغتساو6.1.1)
.6 مييقتو ديدحت بيلاسأو ريياعمب ةلصتملا تايلمعلا
( ةينهملا ةملاسلاو ةحصلا ةرادإ ماظن رطاخم6.1.2)
.7 ىرخلأا تابلطتملاو ةينوناقلا تابلطتملا ديدحت
(6.1.3)
.8 ةينهملا ةملاسلاو ةحصلا تاءارجإو ططخو فادهأ
(6.2.2)
.9( اهتبقارمو تايلمعلا طيطخت8.1)
.10( ئراوطلا تلااح يف ةباجتسلااو بهأتلا8.2)
27
4. The Context 4. ةمظنملا قايس

28
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation

29
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.1 Leadership and commitment
Top mgmt. shall demonstrate leadership
& commitment with respect to OHSMS
by:
A.Taking overall responsibility &
accountability for the prevention of
work–diseases, & ill health, as well as
the provision of safe and health
workplaces and activities;
B.Ensuring that the OH&S policy and
related OH&S objectives are established
and are compatible with the strategic
orientation of the org.;
C.Ensuring the integration of the OHSMS
requirements into the organization’s
business processes;
5.1
مازتللااو ةدايقلا
ايلعلا ةرادلإا ىلع بجي
مازنللااو ةدايقلا راهظإ
حصلا ماظنب قلعتي اميف
نم ةينهملا ةملاسلاو
:للاخ
.a ةيلوؤسملا لمحت
نع ةماعلا ةلءاسملاو
تاباصإ نم ةياقولا
ضرملاو لمعلا

ًلاضف ,لمعلاب ةطبترملا
لمع نكامأ ريقوت نع
؛ةيحصو ةنمآ ةطشنأو
.b ةسايس نأ نامض
ةينهملا ةملاسلاو ةحصلا
دق ةلصلا تاذ اهفادهأو
عم قفاوتتو اهعضو مت
يجيتارتسلاا هجوتلا
؛ةمظنملل
.c تابلطتم حمد نامض
ةملاسلا ةرادإ ماظن
يف ةينهملا ةحصلاو
؛ةمظنملا تايلمع

30
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
D. Ensuring that the resources required
to establish, implement, maintain &
improve the OH&S mgmt. system are
available;
E.Communicating the importance of
effective of OH&S mgmt. and of
conforming to the OH&S mgmt.
system requirements;
F.Ensuring that the OH&S mgmt.
system achieves its intended
outcome(s);
G.Directing and support persons to
contribute to the effectiveness of the
OHSMS;
H.Ensuring & promoting continual
improvement;
I.Supporting other relevant
management roles to demonstrate
their leadership as it applies to their
areas of responsibility;
.d دراوملا رفاوت نامض
ةرادإ ماظن ءاشنلإ ةمزلالا
ةينهملا ةملاسلاو ةحصلا
؛هنيسحتو هتنايصو هذيفنتو
.e ةرادلإا ةيمهأ لاصيإ
ةملاسلاو ةحصلل ةلاعفلا
عم قفاوتلاو ةينهملا
ةرادإ ماظن ماظن تابلطتم
؛ةينهملا ةملاسلاو ةحصلا
.f ةرادإ ماظن نأ نامض
ةينهملا ةملاسلاو ةحصلا
)جئاتنلا(ةجيتنلا ققحي
؛ةوجرملا
.g صاخشلأا هيجوت )ز(
يف ةمهاسملل مهتدناسمو
ةحصلا ةرادإ ماظن ةيلاعف
؛ةينهملا ةملاسلاو
.h نسيحتلا زيزعتو نامض
؛ رمتسملا
.i ىرخلأا ةرادلإا راودأ معد
اهتدايق راهظلإ هلصلا تاذ
تلااجم ىلع قبطنت اهنلأ
؛اهتيلوؤسم

31
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
j. Development, leading & promoting a
culture in the organization that
supports the intended outcomes of
the OHSMS;
k. Protecting workers from reprisals
when reporting incidents, hazards,
risk and opportunities;
l. Ensuring the organization establishes
and implements a process (es) for
the consultation and participation of
workers;
m. Supporting the establishment and
functioning of OHS committees.
.j جيورتو ةدايق ،ريوطت
معدت ةمظنملا يف ةفاقث
نم ةوجرملا جئاتنلا
ةحصلا ةرادإ ماظن
؛ةينهملا ةملاسلاو
.k نم لامعل
dا ةيامح
دنع ةيماقتنلاا لامعلأا
ثداوحلا نع غلابلإا
رطاخملاو راطخلأاو
؛صرفلاو
.l ةمظنملا نأ نم دكأتلا
ذفنتو عضت
رواشتلل )تايلمع(ةيلمع
؛لامعلا ةكراشمو
.m ليغشتو ءاشنإ معد
.ةملاسلاو ةحصلا ناجل

32
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
تاظحلام
 رودلا ايلعلا ةرادلإا سرامت نأ بجي" ةرابع
ةيلوؤسمو
ًارود اهل رايعملا رفوي ،"يدايقلا
معدلاو ةكراشملاو طاشنلا كلذ يف امب ،نيديازتم
ةدايقلا راهظإ لجأ نمو .تامولعملاو ةباجتسلااو
ةددحملا تايلوؤسملا ديدحت يغبني ،مازتللااو
،ةينهملا ةملاسلاو ةحصلا ةرادإ ماظنب ةقلعتملا
وأ ايصخش ايلعلا ةرادلإا اهلاوتت نأ يغبني
dيتلاو
.نيرخلآ اهضوفت
 هذه نع ةيلوؤسملا ضيوفتب ايلعلا ةرادلإل حمس
ُي
نامضل ةلءاسملا ىلع ظافحلا عم نيرخلآل تاءارجلإا
.تاءارجلإا هذه ذيفنت
 ةملاسلا ةرادإ ماظن
dقبطت يتلا ةمظنملا تناك اذإ
حلطصم نإف ،ربكأ ةمظنم نم ا
ًءزج ةينهملا ةحصلاو
.ةمظنملا نم ءزجلا اذه
dىلإ ريشي "ايلعلا ةرادلإا"
 هذه يف "لامعلأا" ىلإ ةراشلإا ريسفت نكمي
ةيرهوج ربتعت يتلا ةطشنلأا كلت ينعتل ةقيثولا
.ةمظنملا دوجو ضرغل
5.1
مازتللااو ةدايقلا

ام ةمظنمل ايلعلا ةرادلإا نم مازتللااو ةدايقلا
ماظن ذيفنتو طيطخت حاجنل نامساح نارمأ ناربتعت
جئاتنلا قيقحتلو ،ةينهملا ةملاسلاو ةحصلا ةرادإ
.ةوجرملا
ايلعلا ةرادلإا امهيف نهربت نيتيسيئر نيتقيرط كانه
ةملاسلاو ةحصلا ماظن ذيفنت يف دئارلا اهعباط ىلع
:امهو ،ةينهملا
1 ثداوحلا نع غلابلإا ىلع نيفظوملا عيجشت .
؛صرفلاو رطاخملاو
2 لصفلاب ديدهتلا لثم ،تابوقعلا نم لامعلا ةيامح .
.ثداوحلا نع غلابلإا دنع ،ةيبيدأت تاءارجإ ذاختا وأ
33
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.1
مازتللااو ةدايقلا

34
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.1
مازتللااو ةدايقلا
 اهمعدو اهؤاشنإ بجي يتلا ةفاقثلا ديدحت متي
نم ةينهملا ةحصلاو ةملاسلا ةرادإ ماظن ةطساوب
:ةجيتن
dيهو ايلعلا ةرادلإا لبق
؛ةيعامجلاو ةيدرفلا ميقلا
؛تايكولسلا
؛ةيرادلإا تاسرامملا
:يه ةفاقثلا هذه لثم ءاشنلإ ةيرورضلا رصانعلا
؛تاروصتلا
؛تاراهملا
 ةطشنلأا
ةيجذومنلا
؛ةدحوملا؛ةطشنلا فظوملا ةكراشم

dىلع لصاوتلاو نواعتلا
؛ةلدابتملا ةقثلا ساسأ
لوح ةعئاشلا تاروصتلا
ةيمهأOHSMS؛
يف ةطشنلا ةكراشملا
صرف ديدحتOH&S؛
ةيلاعف يف ةقثلا
ةياقولا تاءارجإ
.ةيامحلاو

35
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.2
ةحصلا ةسايس

ةينهملا ةملاسلاو
عضو ايلعلا ةرادلإا ىلع بجي
ةسايس ىلع ظافحلاو ذيفنتو
ةينهملا ةحصلاو ةملاسلا
:يتلا
.a ريفوتب مازتللاا لمشت
ةيحصو ةنمآ لمع فورظ
ضرملاو تاباصلإا نم ةياقولل
بسانتيو لمعلاب هطبترملا
اهمجحو ةمظنملا ضرغ عم
ةصاخلا ةعيبطلاو اهقايسو
ةملاسلاو ةحصلا رطاخمل
ةحصلا صرفو ةينهملا
؛ةينهملا ةملاسلاو
.b فادهأ عضول
ًاراطإ رفوت
؛ةينهملا ةحصلاو ةملاسلا
.c ءافولاب مازتللاا لمشت
ةينوناقلا تابلطتملاب
؛ىرخلأا تابلطتملاو
.d ءاضقلاب مازتللاا لمشت
رطاخم ليلقو رطاخملا ىلع
؛ةينهملا ةملاسلاو هحصلا
.e نيسحتلاب مازتللاا نمضتنت
ةملاسلا ةرادإ مظنل رمتسملا
؛ةينهملا ةحصلاو
.f رواشتلاب صامازتلا نمضتت
يلثممو ،لامعلا ةكراشمو
.تدجو امنيح لامعلا
5.2 OH&S policy
The top management shall establish,
implement and maintain an OH&S policy
that:
A.Include a commitment to provide safe and
healthy working conditions for prevention of
work-related injury, and ill health and is
appropriate to the purpose, size and context
of the organization and to specific nature of
its OH&S risks and OH&S opportunities;
B.Provide a framework for setting the OHSMS
objectives;
C.Include a commitment to fulfil the
Organization's legal and other requirements;
D.Include a commitment to eliminate hazards
and reduce risk for OHSMS;
E.Include a commitment to continual
improvement the OHSMS;
F.Include a commitment to consultation and
participation of workers, and, where they
exist, workers' representatives.

36
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
The OH&S policy shall:
•Be available as documented information;
•Be communicated within the
organization;
•Be available to interested parties, as
appropriate;
•Be relevant and appropriate.
ةحصلا ةسايس ىلع بجي
:ةينهملا ةملاسلاو
• تامولعمك ةحاتم نوكت
؛ةقثوم
• لخاد اهغيلبت متي
؛ةمظنملا
• فارطلأل ةحاتم نوكت
:ءاضتقلاا بسح ،ةمتهملا
•.ةلص تاذو ةمئلام نوكت
5.2
ةحصلا ةسايس

ةينهملا ةملاسلاو

37
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
The OH&S policy shall:
•Be available as documented information;
•Be communicated within the
organization;
•Be available to interested parties, as
appropriate;
•Be relevant and appropriate.
ةحصلا ةسايس ىلع بجي
:ةينهملا ةملاسلاو
• تامولعمك ةحاتم نوكت
؛ةقثوم
• لخاد اهغيلبت متي
؛ةمظنملا
• فارطلأل ةحاتم نوكت
:ءاضتقلاا بسح ،ةمتهملا
•.ةلص تاذو ةمئلام نوكت
5.2
ةحصلا ةسايس

ةينهملا ةملاسلاو

38
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.2
ةحصلا ةسايس

ةينهملا ةملاسلاو
،تامازتلاك اهنلاعإ مت يتلا ئدابملا نم ةعومجم يه
:ايلعلا ةرادلإا ثيح
ءادأ نيسحتو معدل ةسسؤملل لجلأا ليوط هاجتلاا فصت
؛رارمتساب ةينهملا ةملاسلاو ةحصلا ةرادإ ماظن
ةحصلل اهفادهأ ديدحت نم ةمظنملا ن
ّكمي لمع راطإ رفوت
؛ةينهملا ةملاسلاو
جئاتنلا قيقحتل تاءارجإ ذاختا نم ةمظنملا ن
ّكمُت
.ةينهملا ةملاسلاو ةحصلل ةدوصقملا
:ةمظنملا لبق نم ةددحملا تامازتللاا ذيفنت متي
نامضل ةمظنملا اهتعضو يتلا تايلمعلا يف سكعنت يهو
؛قوثومو يوق ةينهم ةملاسو ةحص ةرادإ ماظن دوجو
؛اهب صاخلا ليغشتلا راطإب ةلص تاذ نوكت نأ بجي
ةينوناقلا تابلطتملاب رملأا قلعتي امدنع ةمهم اهنإ
؛اهب لومعملا

ًامامتها ةمتهملا فارطلأا ضعب يلوت امدنع ةمهم اهنإ
.اهل
ًاصاخ

39
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.2
ةحصلا ةسايس

ةينهملا ةملاسلاو
تاظوحلم
 ليلقتلا" حلطصم مدختسيminimizing قلعتي اميف "
ةينهملا ةحصلاو ةللاسلا اهل ضرعتت يتلا رطاخملاب
ةملاسلا ةرادإ ماظن ىلإ ةمظنملا تاعلطت فصول
.اهب صاخلا ةينهملا ةحصلاو

ضيفخت" حلطصم مدختسيreduction ةيلمعلا فصول "
.كلذ قيقحتل
 ،اهب ةصاخلا ةينهملا ةملاسلاو ةحصلا ةسايس ريوطت دنع
عمجلاو ةلصلا رابتعلاا يف ذخأت نأ ةمظنملا ىلع بجي
.ىرخلأا تاسايسلا نيب

40
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3 Organizational roles,
responsibilities & authorities
Top management must ensure that
the responsibilities & authorities for
the relevant roles in OHSMS are
assigned & communicated at all
levels within the org. maintained as
documented information.
Workers at each level of the org. shall
assume responsibility for those
aspects of the OHSMS over which
they have control.
5.3لأا
ةيميظنتلا راود

تاطلسلاو تايلوؤسملاو
ايلعلا ةرادلإا ىلع بجي
تايلوؤسملا نأ نم دكأتلا
تاذ راودلأل تاطلسلاو
ةرادإ ماظن يف ةلصلا
ةينهملا ةملاسلاو ةحصلا
ىلع اهغلابإو اهنييعت متي
لخاد تايوتسملا عيمج
اهيلع ظافحلاو ةمظنملا
لمحتي .ةقثوم تامولعمك
ىوتسم لك يف لامعلا
تايوتسم نم
كلت ةيلوؤسم ةمظنملا
ةرادإ ماظن نم بناوجلا
ةينهملا ةملاسلاو ةحصلا
.هيلع نورطيسي يذلا

41
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو
نامض:نع ةيلوؤسملا ضيوفت ايلعلا ةرادلإا ىلع بجي
تابلطتم عم ةينهملا ةحصلاو ةملاسلا ةرادإ ماظن لاثتما
ةحصلاو ةملاسلا ةرادإ ماظن ءادأ نع غلابلإاو رايعملا
.ايلعلا ةدايقلا ىلإ ةينهملا
There is no report of a
management representative

42
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو
تاظوحلم
1 ةرادإ ماظن يف نيكراشملا ىدل نوكي نأ بجي .
مهرودل حضاو مهف ةمظنملل ةينهملا ةحصلاو ةملاسلا
قيقحتو ماظنلا اذه تابلطتمل لاثتملال مهتايلوؤسمو
.ةوجرملا جئاتنلا
2 راودلأا نكلو ،ةرادلإا لثمم نييعت طرش ءاغلإ نلآا مت .
يف بصنملا اذهل ةدوجوم تناك يتلا تايلوؤسملاو
OHSAS 18001
،
نكمي( درف ىلإ نلآا اهب دهعي نأ بجي
وأ سانلا نم ديزملا ىلإ وأ )ةرادلإل لثممك هيلإ ةراشلإا
.ايلعلا ةدايقلا يف وضعل
3 ةماعلا ةيلوؤسملا لمحتت ايلعلا ةرادلإا نأ نيح يف .
،ةينهملا ةحصلاو ةملاسلا ةرادإ ماظن نع صاصتخلااو
يف ذخأي نأ لمعلا ناكم يف صخش لك ىلع بجي

ًاضيأ نكلو هتملاسو ةيصخشلا هتحص طقف سيل رابتعلاا
.نيرخلآا ةملاسو ةحص

43
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو
تاظوحلم
4 نع ةلوؤسم اهنأ :ةلوؤسملا ايلعلا ةرادلإا ينعت .
ةينوناقلاو ةيموكحلا تاطلسلا يف ةطشنلأاو تارارقلا
ةيلوؤسملا لمحتي هنإ .ةينعملا فارطلأا مامأ ماع لكشبو
لمع متي لا امدنع لوؤسملا صخشلاب قلعتيو ةيئاهنلا
امدنعو ام ءيش لمعي لا امدنع حيحص لكشب ام ءيش
لامعلا طيشنت بجي.هضارغأ قيقحت يف ام ءيش لشفي
ءارجلإا ذاختا لجأ نم ةرطخلا فقاوملا نع غلابلإل
.ةبوقعلا وأ لصفلا رطخل ضرعتلا نود ، بسانملا
5 صخش وأ درفل تايلوؤسملاو راودلأا هذه نييعت نكمي .
.ايلعلا ةرادلإا يف وضعل وأ نيعم
6 ةماعلا ةيلوؤسملا لمحتت ايلعلا ةرادلإا نأ نيح يف .
، ةينهملا ةحصلاو ةملاسلا ةرادإ ماظن نع صاصتخلااو
يف ذخأي نأ لمعلا ناكم يف صخش لك ىلع بجي
ا
ًضيأ نكلو هتملاسو ةيصخشلا هتحص طقف سيل رابتعلاا
.نيرخلآا ةملاسو ةحص

44
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو
ىلع ظفاحتو ذفنتو ئشنت نأ ةمظنملا ىلع بجي تايلمع
نيفظوملا ةكراشمو رواشتلا ،)اودجو امثيح ، مهيلثممو(
:يف
•؛تايوتسملا لك
•؛فئاظولا عيمج
•؛ريوطتلا ةلحرم يف
•؛ميمصتلا ةلحرم يف
• ؛ءادلأا مييقت ذيفنت ةلحرم يف
• ةحصلاو ةملاسلا ةرادإ ماظن نيسحت تاءارجإ ةلحرم يف
.ةينهملا

45
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو
:ةمظنملا ىلع بجي
ريفوت )أ( دراوملاو بيردتلاو تقولاو تايللآا ةمزلالا
ليثمت نوكي نأ نكمي :ةظحلام.لصاوتلاو رواشتلل
؛لصاوتلاو رواشتلل ةيلآ ةباثمب فظوملا
ريفوت )ب( بسانملا تقولا يفو لماكلا لوصولا ىلإ
ةرادإ ماظنب ةلص تاذو ةموهفمو ةحضاو تامولعم
؛ةينهملا ةحصلاو ةملاسلا
)ج( ةكراشملا نود لوحت يتلا تابقعلا نييعتو ديدحت
.اهتلازإ نكمي لا يتلا تابقعلا ليلقتو
تامولعمل ةباجتسلاا مدع قئاوعلا لمشت دق :ةظحلام
وأ لمجلاو ، ةباتكلا وأ ةغللا اياضقو ، مهتاحارتقاو لامعلا
يتلا تاسرامملا وأ تاسايسلاو ، ةبوقعلاب تاديدهتلا
.هيلع بقاعت وأ فظوملا ةكراشم طبثت

46
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو
ام نأشب نييرادلإا ريغ لامعلا ةراشتسا ىلع ديكأتلا )د(
:يلي
.1 رظنا( ةينعملا فارطلأا تاعقوتو تاجايتحا ديدحت4.2؛)
.2 رظنا( ةينهملا ةملاسلاو ةحصلا ةسايس عضو5.2؛)
.3 بسح ةيميظنتلا تاءافكلاو تايلوؤسملاو راودلأا ديدحت
رظنا( ءاضتقلاا5.3؛)
.4 تابلطتملاو ةينوناقلا تابلطتملا ةيبلت ةيفيك ديدحت
رظنا( ىرخلأا6.1.3؛)
.5 طيطختلا فادهأو ةينهملا ةملاسلاو ةحصلا ءاشنإ
رظنا( اهقيقحتل6.2؛)
.6 رداصمب ةناعتسلاا ىلع ةقبطملا ةباقرلا ريبادت ديدحت
رظنا( نيلواقملاو ناجللاو لامعلأل ةيجراخ8.1.4.)

.7 رظنا( همييقتو هسايقو هتبقارم بجي ام ديدحت9.1؛)
.8 شيتفتلا جمانرب ةنايصو ذيفنتو ءاشنإو ميمصت
رظنا(9.2.2؛)
.9 رظنا( رمتسملا نيسحتلا نامضل10.3.)
اميف نييرادلإا ريغ نيلماعلا ةكراشم ىلع دكؤت )
ـه(
:يلي
.1 ؛ةكراشملاو رواشتلا تايلآ ديدحت
.2؛اهمييقتو صرفلاو رطاخملا ىلع فرعتلا
.3 ليلقتو رطاخملا ىلع ءاضقلل تاءارجلإا ديدحت
رظنا( رطاخملا6.1.4.)
47
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو

.4 ةيبيردتلا تاجايتحلااو ةءافكلا تابلطتم ديدحت
رظنا( مييقتلاو ميلعتلاو7.2؛)
.5 رظنا( هليصوت متي فيكو هليصوت بجي ام ديدحت
7.4؛)
.6 لكشب اهمادختساو اهذيفنتو ةحفاكملا ريبادت ديدحت
رظنا( لاعف8.1 و 8.1.3 و 8.2؛)
.7 ديدحتو لاثتملاا مدعو ثداوحل
dا يف قيقحتلا
رظنا( ةيحيحصتلا تاءارجلإا10.2.)
48
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو

49
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.3لأا
تايلوؤسملاو ةيميظنتلا راود
تاطلسلاو:تاظوحلم
.1 ىلع زيكرتلا نييرادلإا ريغ لامعلا ةكراشمو ةراشتسا
ةطشنأ نودؤي نيذلا صاخشلأا ىلع قيبطتلاب قلعتي
ةطشنأب نورثأتي نيذلا ، نييرادلإا لامعلا ءانثتساب ،لمعلا
؛لمعلا
.2 نأ لوبقملا نم هنإ لامعلل ةفلكت نودب بيردتلا ريفوت
كلذ ناك امثيح ، لمعلا تاعاس ءانثأ بيردتلا ريفوتو
ةكراشم مامأ ةريبك تابقع ليزي نأ نكمي ،
ًانكمم
؛نيفظوملا
.3 نوكت نأ نكمي نيفظوملا ةكراشمو ةراشتسا
مهيلثممو ةيسيئرلا حاجنلا لماوع نم ،اودج
ُو امثيح ،
OHSAS اهتعضو يتلا تايلمعلا للاخ نم اهعيجشت بجيو ،
؛ةمظنملا
.4 ىلإ رواشتلا حلطصم ريشي هاجتلاا يئانث لاصتا نمضتي
عم بسانملا تقولا يف تامولعملا لدابتو راوحلا
لبق ةلاكولا اهمدختستس يتلاو ، مهيلثممو نيفظوملا
؛رارقلا ذاختا
.5 تايلمع يف ةمهاسملا نم نيفظوملا ةكراشملا نكمت

ـب ةقلعتملا تارييغتلاو ةحرتقملا تاسايقلل رارقلا عنص
OH&S
.6 ىلع لامعلا عيمج عيجشت ةمظنملا نمضت نأ بجي
ىتح ةرطخلا فقاوملا نع غلابلإا ىلع تايوتسملا عيمج
.ةيحيحصتلا تاءارجلإا ذاختاو ةيئاقولا ريبادتلا ذيفنت متي

50
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.4 Consultation &
participation of workers
The org. shall establish, implement
and maintain a process(es) for
consultation & participation of workers
at all applicable levels and functions,
and, where they exist, workers’
representatives, in the development,
planning, implementation, Perform.
Eval. & actions for improvement of the
OH&S mgmt. system. The org. shall:
a) provide mechanisms, time, training
and resources necessary for
consultation & participation;
5.4
ةكراشمو رواشتلا
لامعلل
ذفنتو ةمظنملا ئشنت
ةيلمع ىلع ظفاحتو
رواشتلل )تايلمع(
ىلع لامعلا ةكراشمو
تايوتسملا عيمج
،ةقبطنملا فئاظولاو
ولثمم ،تدجو امثيحو
ريوطت يف ،لامعلا
مييقتو ذيفنتو طيطختو
نيسحت تاءارجإو ءادلأا
ةرادإ ماظنOH & S .
:همظنملا ىلع بجي
تقولاو تايللآا ريفوت )أ
ةمزلالا دراوملاو بيردتلاو
؛ةكراشملاو رواشتلل

51
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.4 Consultation &
participation of workers
b) provide timely access to clear,
understandable & relevant information
about the OH&S mgmt. system;
c) determine and remove obstacles or
barriers to participation and minimize
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;
5.4
ةكراشمو رواشتلا
لامعلل
يف لوصولا ريفوت )ب
ىلإ بسانملا تقولا
ةحضاو تامولعم
ةلص تاذو ةموهفمو
هحصلا ةرادإ مظن نأشب
؛هينهملا ةملاسلاو
تابقعلا ةلازإو ديدحت )ج
لوحت يتلا زجاوحلا وأ
ليلقنو ةكراشملا نود
؛اهتلازإ نكمي لا يتلا كلت
ةراثتسا ىلع ديدشنلا )د
نييرادزلا ريغ لمعلا
:يلب ام ناشب
1 تاجايتحا ديدحت )
فارطلإا تاعقوتو
؛ةينعملا

52
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.4 Consultation &
participation of workers
2) establishing the OH&S policy;
3) assigning organizational roles,
responsibilities and authorities, as
applicable;
4) determining how to fulfil legal
requirements & other requirements;
5) establishing OH&S objectives and
planning to achieve them;
6) determining applicable controls for
outsourcing, procurement and
contractors;
5.4
ةكراشمو رواشتلا
لامعلل
2 ةسايس سيسأت )
؛ةينهملا ةحصلاو ةملاسلا
3 راودلأا نييعت )
تاطلسلاو تايلوؤسملاو
بسح ،ةيميظننلا
؛ءاضنقلأا
4 ءافولا هيفيك ديدحت )
ةينوناقلا تاطلسلاب
؛ىرخلأا تابلطتملاو
5 ةحصلا فادهأ ءاشنإ )
ةينهملا ةملاسلاو
؛اهقيقحتل طيطختلاو
6 طباوضلا ديدحت )
ةناعتسلاا ىلع ةقبطملا
،ةيجراخ رداصمب
؛نيلواقملاو تايرتشملا

53
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.4 Consultation & participation
of workers
7) determining what needs to be
monitored, measured & evaluated (see
9.1);
8) planning, establishing, implementing &
maintaining an audit programme(s) (see
9.2.2);
9) ensuring continual improvement (see
10. 3);
e) emphasize the participation of non-
managerial workers in the following:
1) determining the mechanisms for their
consultation and participation;
2) identifying hazards & assessing risks
& opportunities (see 6.1.1 & 6.1.2);
5.4
ةكراشمو رواشتلا
لامعلل
7 هتبقارم مزلي ام ديدحت )
؛هميقنو هسايقو
8 ذيفنتو ءاشنإو طيطخت )
)جمارب( جمانرب ةنايصو
؛قيقدتلا
9 نيسحتلا نامض )
ّرمتسملا
ةكراشم ىلع ديكأتلا )ه
اميف نييرادلإا ريغ لامعلا
:يلي
1 رواشتلا تايلآ ديدحت )
؛ةكراشملاو
2 ةروطخلا ديدحت )
؛صرفلاو رطاخملا مييقتو

54
5لامعلا ةكراشمو ةدايقلا .
5. Leadership & worker participation
5.4 Consultation &
participation of workers
3) determining actions to eliminate
hazards & reduce OH&S risks see 6.1.4
4) determining competence
requirements, training needs, training
and evaluating training (see 7. 2);
5) determining what needs to be
communicated and how this will be
done (see 7. 4);
6) determining control measures and
their effective implementation and use
(see 8.1, 8.1.3 and 8.2);
7) investigating incidents and
nonconformities and determining
corrective actions (see 10. 2).
5.4
ةكراشمو رواشتلا
لامعلل
3 تاءارجلإا ديدحت )
ىلع ءاضقلا ىلإ ةيمارلا
نم دحلاو رطاخملا
؛ رطاخملا
4 ةيافكلا تابلطتم ديدحت )
بيردتلا تاجايتحاو
؛بيردتلا مييقتو بيردتلاو
5 هغلابإ نيعتي ام ديدحت )
؛كلذب مايقلا ةيفيكو
6 هباقرلا تاسايق ديدحت )
مادختسلااو اهذيفنتو
؛لاعفلا
7 تداوحلا يف قيقحتلا )
ديدحتو ةقباطملا مدعو
.ةيحيحصتلا تاءارجلإا

55
6طيطختلا .
6. Planning

56
6طيطختلا .6. Planning
6.1 Actions to address risks
and opportunities
6.1.1 General
During the design of the OHSMS, the
organization shall examine:
1.The operating framework of the
organization
2.The needs and expectations of
interested parties
3.The scope of the OHSMS
and identify risks and opportunities, in
order to:
(a)Ensure that the OHSMS can
achieve its intended results
(b)Prevent or reduce adverse effects
(c)Achieves continuous improvement
6.1
ةجلاعمل تاءارجإ

صرفلاو رطاخملا
6.1.1
ماع
ةرادإ ماظن ميمصت ءانثأ
، ةينهملا ةحصلاو ةملاسلا
:صحف ةمظنملا ىلع بجي
.1 يليغشتلا راطلإا
؛ةمظنملل
.2 تاعقوتو تاجايتحا
؛ةمتهملا فارطلأا
.3 ةرادإ ماظن قاطن
.ةينهملا ةحصلاو ةملاسلا
صرفلاو رطاخملا ديدحتو
:لجأ نم
a ماظن نأ نم دكأتلا )
ةحصلاو ةملاسلا ةرادإ
قيقحت هنكمي ةينهملا
؛هنم ةوجرملا جئاتنلا
b راثلآا ليلقت وأ عنم )
؛ةراضلا
c نيسحتلا قيقحت )
.رمتسملا

57
6طيطختلا .6. Planning
6.1 Actions to address risks
and opportunities
6.1.1 General
When it identifies the risks and
opportunities for the OHSMS, as well
as the intended results to be
launched, the Organization must take
into account the following:
•The hazards(6.1.2.1),
•OH&S risks and other risks to the
OH&S mgmt. system (6.1.2.2),
•OH&S opportunities and other
opportunities for the OHSMS
management system (6.1.2.3)
•legal and other requirements(6.1.3)
6.1
ةجلاعمل تاءارجإ

صرفلاو رطاخملا
6.1.1
ماع
رطاخملا ددحت امدنع
ماظنل ةحاتملا صرفلاو
ةحصلاو ةملاسلا ةرادإ
جئاتنلا نع
ًلاضف ، ةينهملا
متيس يتلا ةوجرملا
ىلع بجي ،اهقلاطإ
يف ذخأت نأ ةمظنملا
:يلي ام نابسحلا
• ةروطخلا رداصم
( تافزاجملا/6.1.2.1 ؛)
• ةملاسلاو ةحصلا رطاخم
ىرخلأا رطاخملاو ةينهملا
ةحصلا ةرادإ ىلع
ماظنلا .ةينهملا ةملاسلاو
(6.1.2.2؛)
• ةملاسلاو ةحصلا صرف
ىرخلأا صرفل
dاو ةينهملا

ةحصلا ةرادإ ماظنل
ةينهملا ةملاسلاو
(6.1.2.3)
• ةينوناقلا تابلطتملا
ىرخلأا تابلطتملاو
(6.1.3.)

58
6طيطختلا .6. Planning
6.1.1 General
The organization must, in its planning
processes, identify and evaluate the
risks and opportunities associated with
the intended results of the OHSMS
and relate to changes in the organism,
its processes or its OHSMS.
In the case of planned changes,
permanent or temporary, this
assessment must take place before
the change is implemented (8.1.3).
The org. should keep informed
documented information on the:
•For risks and opportunities,
•The processes and actions required
to identify and address risks and
exploit opportunities (see 6.1.2, 6.1.3,
6.1.4), to the extent necessary to trust
that they are carried out as they are
designed.
6.1.1
ماع
يف ،ةمظنملا ىلع بجي
ةصاخلا طيطختلا تايلمع
مييقتو ديدحت ،اهب
صرفلاو رطاخملا
ةوجرملا جئاتنلاب ةطبترملا
ةملاسلا ةرادإ ماظن نم
اهطبرو ةينهملا ةحصلاو
اريغتلاب وأ ةمظنملا يف ت
ةرادإ ماظن وأ اهتايلمع
ةينهملا ةحصلاو ةملاسلا
.هب صاخلا
تارييغتلا ةلاح يف
وأ ةمئاد ،اهل ططخملا
اذه ءارجإ بجي ، ةتقؤم
رييغتلا ذيفنت لبق مييقتلا
(8.1.3 ظفتحت نأ بجي.)
ةمظنملا تامولعمب
ةقثومو ةرينتسم:نأشب
•صرفلاو رطاخملا؛
• تاءارجلإاو تايلمعلا
ةجلاعمو ديدحتل ةبولطملا
للاغتساو رطاخملا
رظنا( صرفلا6.1.2 ،
6.1.3 ، 6.1.4 ردقلاب ،)
ذفنت اهنأ يف ةقثلل مزلالا
.اهميمصت مت امك

59
6طيطختلا .6. Planning
6.1.1 General
Planning is not an isolated event, but
a continuous process that addresses
changing conditions and constantly
identifies risks and opportunities, both
for employees and for OHSMS.
Adverse effects may include:
Occupational injuries and health
failures
Non-compliance with legal and
other requirements
Damage to fame.
6.1.1
ماع
ا
ًثدح سيل طيطختلا
ةيلمع هنكلو ،ا
ًدرفنم
فورظلا جلاعت ةرمتسم
رارمتساب ددحتو ةريغتملا
ءاوس ،صرفلاو رطاخملا
وأ نيفظوملل ةبسنلاب
ةملاسلا ةرادإ ماظنل
لمشت دق.ةينهملا ةحصلاو
:ةراضلا تاريثأتلا
 ةينهملا تاباصلإا
؛يحصلا لشفلاو
 تابلطتملل لاثتملاا مدع
؛اهريغو ةينوناقلا
.ةرهشلاب رارضلإا

6.1.1 General (more)
The design considers the relationships and interactions between the
activities and the requirements and requirements of the OHSMS as a
whole.
The opportunities for OHS arise from:
The identification of risks
How they are notified
The analysis and mitigation of known risks.
Other opportunities arise from OHSMS improvement strategies.

6.1.1 General (more)
Examples of opportunities to improve the performance of OHS:
1.Control and inspection of operations
2.Job Safety Analysis
3.Improve the performance of OHS by improving monotonous work or
work that is potentially characterized by a predetermined working rhythm
4.Work permits and other recognized control methods
5.Investigations of incidents or non-compliances and corrective actions
6.Ergonomics and other injury prevention assessments.

6.1.1 General (more)
Examples of other opportunities to improve the performance of OHS:
•Integrating OHS requirements at an early stage in the life cycle of
installations, equipment or process design for plant relocation, process
redesign or equipment replacement
•Use of new technologies to improve OHS Introducing new technology
with funding from state subsidies, which could reduce the risk
•Improving the culture of OHS, such as by extending the relative
competence of workers beyond the requirements or by encouraging
employees to report on time the incidents

6.1.1 General (more)
Examples of other opportunities to improve the performance of OHS
(more):
•Increase the support of the high command for the OHSMS.
•Strengthening of event investigation processes Improving processes for
worker consultation and participation
•Benchmarking, both in relation to past performance of the organization
and with other relevant organizations.
•Join forums focused on themes for OHS.
•Performance beyond the satisfaction of legal obligations that may
improve the reputation of the organization.

6.1.1 General (more)
Examples of other opportunities to improve the performance of OHS
(more):
•Failure to comply with legislative requirements which may harm the
reputation of the organisation or result in legal action
•Increased risk due to demand for the production of a large quantity of
products/services
•Lack of resources available to maintain the effectiveness of OHSMS
due to financial constraints
•Increased risk due to difficulty for foreign workers to understand working
instructions

6.1.2. Hazard identification and assessment of risks and opportunities
6.1.2.1. Hazard identification
The Organization must establish, implement and maintain processes for
the identification of risks, which are continuous and preventive. The
processes shall take into account at least the following:
a) How work is organized, social factors (including workload,
working hours, victimization, harassment and bullying),
leadership issues and organizational culture

6.1.2.1. Hazard identification (more)
(b) Normal and non-routine activities including those derived from:
•infrastructures, equipment, materials, substances and physical
conditions in the workplace
•Product and service design, research, development, testing, production,
assembly, construction, service provision, delivery, maintenance and
disposal,
•Human Factors
•How the task is performed.
Notes:
Normal activities and situations create risks from everyday operations and regular work activities
Non-routine activities and situations are occasional and unplanned
Short-term and long-term activities can create different risks

6.1.2.1. Hazard identification (more)
(c) Past events, internally or externally, by the organization, including
emergency situations and their causes
(d) Possible emergencies
Example:
Non-scheduled situations requiring immediate response (e.g. machine fire,
natural disaster)
Social disturbances in the work area, requiring emergency evacuation.

6.1.2.1. Hazard identification (more)
e) People, including the following:
1.Those who have access to the workplace and their activities, including
workers, contractors, visitors and other persons
2.Those located in the near Workplace area, which can be influenced by
the activities of the organization (e.g. passers-by, neighbors),
3.Workers who are not under the direct control of
the organization (e.g. transported workers or
workers who travel frequently at work to another
location, drivers, employees at the premises of
the client, workers working from house, Self-
employed),

6.1.2.1. Hazard identification (more)
Also:
In relation to human capacities, constraints and other characteristics
In relation to information concerning tools, machinery, systems,
activities and the environment, for safe and comfortable use,
In relation to the following aspects:
1.The activity
2.The employee
3.Activity interaction and worker regarding OHS

6.1.2.1. Hazard identification (more)
f) Other topics, such as:
•The design of workplaces, processes, facilities, equipment, operational
processes and organization of work, including adaptation to the needs
and abilities of the employees involved
•Situations taking place in the vicinity of the workplace, which are caused
by operations under the control of the Agency
•Situations that are not under the control of the organism and can cause
injury or health damage to people within the workplace

6.1.2.1. Hazard identification (more)
g) Actual or proposed changes to the organization, functions, processes,
activities, and OHSMS (see 8.1.3)
Note
New or changing risks:
They can occur when processes are degraded, modified,
adjusted or evolving as a result of familiarity or change of
circumstances.
Understanding how work is actually performed (e.g.
observing and discussing with employees) can lead to the
conclusion that risks are increasing or declining.

6.1.2.1 Hazard identification (more)
η) Changes in knowledge and information on risks.
Sources of information to understand existing or new risks may include:
International bibliography
Research and Development
Workers
Review of the agency's own experience
Trusted Sites
Legislation

6.1.2.1. Hazard identification (more)
The continuous preventive recognition of risks relating to the workplace,
the installation, the product, or the agency shall take place:
•At the stage of their initial design
•At the stage of their detailed design
•At the stage of operation
•Throughout the life cycle
•On every change
•In future activities
Note
While ISO 45001 does not concern the safety of products for the end
user, the work risks associated with manufacturing, assembling, testing
the products must be taken into account.

6.1.2.1. Hazard identification (more)
The identification of risks helps the agency to identify and understand
hazards at work and for workers, with a view to:
•The evaluation
•The prioritization
•Eliminating them
•Reducing the risk to OHS.
The risks may be:
Physical Electric
Chemical Movement
Biological Energy
Mechanical Psychological

6.1.2.2. Assessment of OH&S risks and other risks to the OH&S management system
The Organization should establish, implement and maintain processes for:
a)The assessment of risks to OHS from the recognized risk, taking into account the
effectiveness of the existing measures
b)The identification and evaluation of other risks related to the establishment,
implementation, operation and preservation of the OHSMS.
The methodologies and criteria for assessing
OHS risks should be defined in relation to the
scope, nature and time to ensure systematic
preventive, not corrective response. The
methodologies and evaluation criteria must be
kept as informed documented information.

6.1.2.2. Assessment of OH&S risks and other risks to the OH&S management system
Notes:
1.An organization may use different methodologies for
assessing OHS risk as part of the overall strategy for dealing
with different risks and activities.
2.The method and complexity of the evaluation does not
depend on the size of the organism, but on the risks associated
with its activities.
3.Other risks associated with OHSMS should also be assessed
by appropriate methods.

Notes (more):
4.The processes for assessing the risks of OHSMS must take into account the
following:
•Daily functions and decisions (e.g. load in the production process,
Reformation)
•External issues (e.g. economic changes).
5. Evaluation methodologies may include:
•Consultation of workers affected by the activities (e.g. changes in workload)
•Monitoring and notification of new legislative and other requirements (e.g.
overhaul of legislation or regulatory framework, revisions to collective
agreements for OHS)
•Ensuring that resources meet current and changing needs (e.g. for training,
supplies, new equipment, etc.).

6.1.2.2. Assessment of OH&S risks and other risks to the OH&S management system
Risk Assessment Methodologies

Indicative risk assessment criteria for OHS
* Usual criteria
OHS CRITERIA OTHER CRITERIA
Severity of impact* Existence of a legislative requirement
Probability of incidence* Interested parties requests
Exposure duration Difficulty in dealing with consequence
Impact scale Consequence response cost
Impact/change in other processes
Impact on equipment and materials

6.1.2.3. Assessment of OH&S opportunities and other opportunities for the OH&S
management system
The Organization should establish, implement and maintain processes for the
evaluation of:
a)The opportunities for OHS, with a view to enhancing the performance of OHS,
taking into account the planned changes in the organization, its policies, processes
and activities and
1. Opportunities to adapt work, work organization and work environment to
workers
2. Opportunities to eliminate risks and reduce risk for OHS
b) Other opportunities related to the improvement of OHSMS.
Note: Risks and opportunities for OHS can lead to other risks and opportunities for
the organization.

6.1.3 Determination of legal requirements and other requirements
The Organization should establish, implement and maintain processes to:
a)Identify and have access to up-to-date legal and other requirements
relating to risks, OHS risk and OHSMS
b)Determine how the legal and other requirements apply to the agency
and which ones must be communicated
c)Take into account these legal and other requirements, when it
establishes, implements, and continually improves its OHSMS.
The Agency must keep informed documented information about its legal
and other requirements and ensure that it is up to date and reflects all
changes.
Note:
Compliance obligations may lead to threats and opportunities for the
organization.

6.1.3 Determination of legal requirements and other requirements (more)
Compliance obligations include:
-Legal requirements with which the Organization must comply
-Other requirements with which the Organization must or choose to
comply.
Mandatory legal requirements may include:
-Ministerial decisions and instructions
-Requirements of governmental bodies or other relevant authorities
-International, national and local laws and regulations
-Requirements specified in approvals, permits or other types of
authorization
-Instructions, rules or guidelines by public authorities and

6.1.3 Determination of legal requirements and other requirements (more)
-Judgments of courts or administrative courts
-Agreements, conventions and protocols
-Collective labour agreements.
Other requirements may include:
•The requirements of the organization itself
•Obligations arising from contractual arrangements with the Organization (e.g.
with suppliers, customers)
•Employment agreements
•Agreements with social groups or non-governmental organizations (e.g. NGOs,
local community or other interested parties)
•Agreements with public authorities (e.g. «Kepek», health authorities)
•Voluntary principles, codes of practice, technical specifications, standards
•Public commitments of the Organization or its parent Organization

6.1.4 Planning action
The Organization shall plan:
a)The taking of actions for:
•Risk assessment and exploiting opportunities (see 6.1.2.2 and 6.1.2.3)
•The satisfaction of legal and other requirements
•Preparation and response to emergencies.
b) How to:
•Integrate and implement these actions in the processes of OHSMS (see
6.2, Chapter 7, 8 and 9.1) or in other operational processes
•Assess the effectiveness of these actions (see 9.1)

6.1.4 Planning action
When action is planned, the agency must take into account the following:
The hierarchy of control measures (see 8.1.2)
OHSMS outgoing (e.g. performance indicators)
Best practices
Technological choices (e.g. use of more secure technology)
Financial requirements (e.g. liquidity, financial viability of investments,
depreciation)
Operational requirements (e.g. production rate)
Business requirements (e.g. energy priority in strategic planning).

6.1.4 Planning action (more)
Notes:
•Some actions may be routed through other management systems (e.g.
environmental management, operational continuity, or risk management,
financial management or human resource management); Achieving the
desired results.
•When assessing risks, the choice of control measures is determined by
design and how these measures will be implemented during operation
(e.g. integration into working instructions or through improved proficiency
or through measurement and monitoring)
•Actions to tackle risk and exploit opportunities should also be taken into
account when considering change management (see 8.1.3) to ensure
that there are no unintended undesirable consequences.

6.2. OH&S objectives and planning to achieve them
6.2.1. OH&S objectives
The Organization should establish OHS purposes in the relevant
functions and steps, in order to maintain and continuously improve
OHSMS and performance in OHS (see 10.3).
The OHS purposes must:
a)Be compatible with the OHS policy
b)Be measurable or capable of making the performance assessment
possible
c)Take into account:
•The applicable requirements
•The results of the evaluation of risk assessments and opportunities (see
6.1.2.2 and 6.1.2.3),
•The results of the consultation of employees (see 5.4) and where
available, with their representatives

6.2.1. OH&S objectives (more)
d) be monitored
e) be disclosed (especially to persons who have the ability to influence
the achievement of the objectives OHS)
f) Updated as appropriate.
The objectives are established to maintain and improve the performance
of OHS. The purposes of OHS:
•Must be linked to:
Risks and opportunities (not necessarily for all)
The performance criteria for achieving the intended results of the
OHSMS.
•may be incorporated into other business purposes
•Have to be appropriate to all functions and levels of the organization

6.2.1 OH&S objectives (more)
•Can be:
Strategic objectives, which are set to improve the overall performance
of OHSMS (e.g. elimination of exposure to Noise)
Regular purposes, which are set at the level of installation, work or
process (e.g. concrete machines ' formwork for noise reduction)
quantitative purposes, i.e. arithmetic, if possible
Qualitative purposes, such as approaches resulting from surveys,
interviews and observations.

6.2.1. OH&S objectives (more)
Notes
1.The requirement to take into account risks and opportunities does not
mean that a goal should be established for every risk or opportunity.
However, significant risks must be given high priority when establishing
CSO objectives.
2."Consistent with the OHS policy" means that the OHS objectives are
adapted and broadly aligned with the highest management commitments
in the OHS policy, including the commitment to continuous improvement.
3.The indicators are selected to assess the achievement of measurable
goals and targets OHS.
4.Measurable means that quantitative or qualitative methods may be
applied in relation to a prescribed scale in order to ascertain whether the
purpose of OHS has been achieved.

6.2.1. OH&S objectives (more)
5.The indication "if practicable" recognizes that there may be cases where it
is not feasible to measure the purpose/objective OHS. However, it is
important for the agency to be able to determine whether a goal/objective
OHS or not has been achieved.

6.2.2 Planning to achieve OH&S objectives
The Organization shall specify:
•What is to be done (i.e. specifying actions, Steps)
•What resources are needed (human, financial)
•Who is responsible (from each unit involved)
•When the actions are completed (i.e. schedule)
•How to evaluate the results (including indicators) (see 9.1.1.).
•How to incorporate the actions to achieve the objectives OHS in the
business processes of the organization.
The Organization shall keep informed documented information for the
purposes of OHS and the plans to achieve them.

6.2.2 Planning to achieve OH&S objectives (more)
Notes
1.The organization may plan to achieve the objectives individually or
collectively. Thus, designs can be developed for many purposes
simultaneously, where necessary.
2.The organization must examine the resources needed to achieve the
objectives (e.g. economic, human, equipment, infrastructure).
3.Where practicable, each purpose/objective must be linked to an
indicator, which can be strategic, tactical or operational.

7 Support
7.1 Resources
7.2 Competence
7.3 Awareness
7.4 Communication
7.4.1 General
7.4.2 Internal communication
7.4.3 External communication
7.5 Documented information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented information

7 Support
7.1 Resources
The Organization shall identify and provide the resources necessary for
the establishment, implementation, maintenance of updated and
continuous improvement of the OHSMS.
Resources are divided into internal and external resources.
Resources may include:
•Human resources (e.g. people with specialized skills and
knowledge)
•Natural resources (e.g. fuels)
•The infrastructure (e.g. agency buildings, electrical
equipment and water services, IT communications)
•Technology (e.g. security systems)
•The financial resources

c) Where applicable, take measures to obtain the necessary professional
competence and assess the effectiveness of the measures taken
d) Maintain appropriate substantiated information as evidence of
adequacy
7.2 Competence
The Organization must:
a)Determine the necessary professional competence of workers who
influence or may influence performance in OHS
b)Ensure that such staff possess the competence (including the ability to
recognize risks), on the basis of appropriate training, training or experience;

7.2 Competence (more)
Notes:
1.Proof of adequacy measures may include the provision of training,
guidance, or assignment of different tasks to existing staff, recruitment or
cooperation with persons with professional competence.
2.The adequacy of workers must include the knowledge and
competences necessary to adequately identify the risks and address the
risk of OHS related to work and workplaces.
3.In determining the adequacy of each role, the Organization shall take
into account the following:
a) The educational level, education, qualifications, and experience
necessary for taking up the role, as well as training for maintaining
adequacy

7.2 Competence (more)
b) the working environment
c) Preventive and control measures resulting from risk assessment processes
d) The applicable requirements for OHSMS
e) Legal and other requirements
f) the OHS policy
g) The potential effects of compliance or non-compliance, including the impact on
workers health and safety
h) The value of the participation of employees in the OHSMS, based on their
knowledge and skills
i)The tasks and responsibilities associated with the roles
j) Individual competences, including experience, language skills, writing and
diversity
k) The relative renewal of the adequacy as required by changes in the operating
framework or the working environment.

7.2 Competence (more)
4. Workers may assist the Organization in determining the necessary
competency for the roles.
5. Workers should have the necessary competence to help them remove
themselves from immediate and high-risk situations. To this end, workers
must be given the necessary training in relation to the risks and hazards
associated with their work.
6. Where necessary, workers must receive training so that they can
effectively perform the representation functions for OHS.
7. In many countries, the provision of training to workers, at no cost, is a
legal obligation.

7.2 Competence (more)
The organization must keep documented information as evidence of
professional competence (e.g. job descriptions, needs records, personnel
files with qualifications and trainings, training program, calendars/
attendance education, education certificates, training assessments, etc)

7.3 Awareness
The Agency shall ensure that the persons working under its control are
aware of:
•Policy and objectives for OHS
•Their contribution to the effectiveness of the OHSMS, including the benefits
of improving the performance of OHS
•The potential impact of non-compliance with OHSMS requirements,
including failure to comply with the Organization's compliance obligations
•The events and results of the investigations relating to them
•OHS risks and hazards and the actions relating to them;

7.3 Awareness (more)
•The ability to remove them from working situations in which there is a direct
and serious risk to life and health, as well as the arrangements for their
protection against undesirable consequences.
Notes:
1.In addition to workers, temporary workers, subcontractor’s staff, visitors and
other interested parties must be aware of the risk of OHS to which they are
exposed.
2.Awareness of OHS Policy: It does not mean that workers should have the
commitments to be memorized or that individuals must have a copy of the
documented OHS policy. It means that these people should be aware of its
existence, its purpose and their role in meeting the commitments, including
how their work may affect the organization's ability to fulfil the purposes of
OHS.

7.4 Communication
7.4.1 General
The Organization shall establish, implement and maintain the processes
required for internal and external communication on OHSMS, including:
•What will be communicated (type of information, e.g. risks, OHS
service, views of interested parties, complaints)
•When (communication time)
•Who does he communicate with?
1)internally in the various levels and functions of the organism
2)with contractors and visitors in the workplace
3)with other interested parties
•How (Communication method).

7.4.1 General (more)
•When the organization is studying its communication needs, it should
take into account the issues of diversity (e.g. gender, language, culture,
writing, impotence)
•Where the agency establishes its communication processes, it shall
ensure that the views of the external interested parties are taken into
account.
•When establishing the communication processes, the agency must:
It shall take into account the legal and other requirements of the Ensure
that OHS information communicated is consistent with the information
generated under the OHSMS, and is reliable
It responds to the communication needs created by other parties
regarding its OHSMS
It shall keep documented information as evidence of its data disclosure
as appropriate.

7.4.2 Internal Communication
The Agency must:
•Communicate internal information on the OHSMS to the various stages
and functions of the organization, including changes to the OHSMS as
appropriate;
•Ensure that communication processes enable employees to contribute
to continuous improvement (e.g. suggestions for improvement).

7.4.3 External Communication
The organization must communicate external information about its
OHSMS, as specified in the communication processes of the
Organization and as required by its legal and other requirements.
Note:
The communication processes established by the organization must:
1.Include the collection, review and distribution of information.
2.Ensure that the relevant information is provided, obtained and
understood by the employees and interested parties.

7.4.3 External Communication (more)
External communication example-complaint management
It is important to have a timely and clear response from the agency.
The subsequent analysis of these complaints may result in valuable information to
identify opportunities for improving OHSMS.
Communication should:
be transparent, i.e. the Organization should be open to the way in which it
generates its reports
be appropriate for the information to meet the needs of the relevant
stakeholders, enabling them to participate
Be honest and not misleading for those based on the information
reported
Be objective, accurate and create trust
Exclude relevant information
Understandable to interested parties.

7.5 Documented Information
7.5.1 General
The OHSMS of the Agency shall include the documented information
which:
•required by the standard
•the Organization shall determine as necessary for the efficacy of the
OHSMS.
Note:
The extent of the documented information of the OHSMS may differ from
one organism to another due to:
•The size of the organization and the type of activities, processes,
products and services
•The need to demonstrate the fulfilment of legal and other requirements
•The complexity of their processes and interactions
•Professional competence of workers.

7.5.2 Creating and updating
In the creation and updating of documented information, the Organization
must ensure the appropriate:
•Identification and description (e.g. title, date, author, or reference
number)
•Format (e.g. language, software version, graphics) and recording media
(e.g. paper, electronic)
•Review and approval of suitability and adequacy.

7.5.3 Control of documented information
The documented information required by the OHSMS and the standard
must be checked to ensure that:
•They are available and suitable for use, wherever and when needed
adequately protected (e.g. by breach of confidentiality, improper use or
loss of integrity, reading permission, document modification license)
For the purpose of checking the documented information, the Agency
shall undertake the following actions, as applicable:
•Distribution, access, retrieval and use
•Storage and preservation, including Maintaining legibility
•Control of changes (e.g. version control)
•Maintenance and final disposal.

7.5.3 Control of documented information (more)
The documented external information identified by the Agency as
necessary for the design and operation of its OHSMS must be
appropriately identified and controlled.
Notes:
1.Access includes the decision in connection with a license to read the
information only or permission and authorization to read and modify the
information
2.Access to relevant substantiated information shall include access by
employees and, where available, by their representatives.
3.It is important to maintain the complexity of documented information to
the minimum possible level, in order to ensure efficiency and simplicity at
the same time.
4.A key element in the control of documented information is the
protection against accidental use of outdated information.

7.5.3 Control of documented information (more)
5.The audit of documented information includes the planning for the
satisfaction of legal and other requirements and the evaluation of the
effectiveness of such actions (e.g. confidential information of personal and
medical nature).
6.The terms "documented procedure" and "archives" have been replaced by
"documented information".
7.The agency may choose to create additional substantiated information for
reasons of transparency, accountability, consistency, coherence, training or
facilitation of inspections.
8.Documentary information originally created for purposes other than those
of the OHSMS may be used.
9.Documented information related to OHSMS may be incorporated into other
information systems applied by the agency.
10.There is no need for a manual.

113
8ليغشتلا .8. Operation

114
8.1 مكحتلاو طيطختلا
يليغشتلا
8.1.1ماع
عضت نأ ةمظنملا ىلع بجي
ىلع ظفاحتو بقارتو ذفنتو
ةيبلتل ةمزلالا تايلمعلا
ةرادإ ماظن تابلطتم
نم ةينهملا ةحصلاو ةملاسلا
:للاخ
• ليغشتلا ريياعم عضو
تايلمعلل
• تايلمعلا يف مكحتلا قيبطت
.ليغشتلا ريياعمل
ًاقفو
• تامولعملا ىلع ظافحلا
اهب ظافتحلااو ةقثوملا
ذيفنت نامضل مزلالا ردقلاب
ممصملا وحنلا ىلع تايلمعلا
• عم لمعلا فييكت
.نيفظوملا
باحصأ ةددعتم لمعلا نكامأ يف
ةمظنملا ىلع بجي ، لمعلا
ةملاسلا ةرادإ ماظن
dقيسنت
( ةينهملا ةح
dصلاو
OHSMS
)
عم
.ىرخلأا تامظنملا
8ليغشتلا .8. Operation
8.1 Operational planning & control
8.1.1 General
The Org, shall establish, implement, monitor
and maintain up to date the processes
needed to satisfy the requirements of
OHSMS and those of Chapter 6 through:
•The establishment of operating criteria for
the processes
•Process Control application according to the
operating criteria.
•Maintaining and keeping documented
information to the extent necessary to ensure
that the processes are carried out as
designed
•Adapting work to employees.
In multi-employer workplaces, the
organization should coordinate the OHSMS
interested parties with other organizations.

115
8.1.1ماع
طيطختلا عضو بجي
يف مكحتلاو يليغشتلا
بسح اهذيفنتو تايلمعلا
ةحصلا زيزعتل ةرورضلا
:عم ،ةينهملا ةملاسلاو
اذإ وأ رطاخملا ىلع ءاضقلا
ليلقت ،يلمع ريغ كلذ ناك
ةحصلاو ةملاسلا رطاخم
ضفخنم ىوتسم دنع ةينهملا
قطانملا يف عاطتسملا ردق
ىلع ةلثمأ.ليغشتلا ةطشنأو
يف يفيظولا مكحتلا
تايلمعلا
ةمظنأو بيلاسأ مادختسا .أ
لمعلا
ةيافك نم دكأتلا .ب
.نيلماعلا
ةنايصلا جمارب ءاشنإ .ج
ةيئاقولا مكحتلاو
ديروت تافصاومةيؤبنتلاو
ةمدخلاو جتنملا
تابلطتملا قيبطت .د
تابلطتملاو ةيعيرشتلا
ةكرشلا تاميلعت وأ ىرخلأا
.تلالآل ةعناصلا
8ليغشتلا .8. Operation
8.1.1 General (more)
The Org, shall establish, implement,
monitor The operational planning and
control of the processes must be
established and implemented as necessary
for the reinforcement of OHS, with:
Risk elimination or if it is not practical
Reducing the risk of OHS at a level as low
as practicable for areas and operating
activities.
Examples of functional Process Control
A)The use of work processes and systems
B)Ensuring the adequacy of workers
C)The establishment of preventive and
predictive Maintenance and control
programs
D)Product and service supply specifications
E)Application of legislative and other
requirements or manufacturer's instructions
for machinery

116
8.1.1ماع
ةينفلا تاءارجلإا )و
ةيرادلإاو
،لامعلا عم لمعلا فييكت )ز
:لثم
1 فيرعت ةداعإ وأ فيرعت .
لمعلا ميظنت
2لامعلا بابش لماكت .
3 ديدحت ةداعإ وأ ديدحت .
مادختسلاا ةهجاوو تايلمعلا
4 بيلاسلأا مدختسا .
قطانم ميمصت دنع ةحيرملا
، ةلدعملا وأ ةديدجلا لمعلا
.كلذ ىلإ امو ، تادعملاو
8ليغشتلا .8. Operation
8.1.1 General (more)
F) Technical and administrative
measures
G) Adaptation of work to workers,
such as:
1.Definition or redefinition of the
work organization
2.Integration of young workers
3.Define or redefine processes and
the interface
4.Use ergonomic approaches when
new or modified work areas,
equipment, etc. are designed.

117
8.1.1 نم دحلاو رطاخملا ىلع ءاضقلا
ةينهملا ةحصلاو ةملاسلا رطاخم
ذفنتو عضت نأ ةمظنملا ىلع بجي
صلختلل (تايلمع) ةيلمع ىلع ظفاحتو
ةملاسلا رطاخم ضيفختو راطخلأا نم
لسلستلا مادختساب ةينهملا ةحصلاو
:مكحتلا رصانعل يلاتلا يمرهلا
؛ رطاخملا ىلع ءاضقلا (أ
وأ تايلمع وأ تايلمعب لادبتسلاا (ب
؛ةروطخ لقأ تادعم وأ داوم
ةداعإو ةيسدنهلا طباوضلا مادختسا (ج
طباوضلا مادختسا (د ؛ لمعلا ميظنت
؛ بيردتلا كلذ يف امب ، ةيرادلإا
ةيصخشلا ةيامحلا تادعم مادختسا (ه
نم ديدعلا يف ةظحلام .ةيفاكلا
ةينوناقلا تابلطتملا لمشت ، نادلبلا
ريفوت متي نأ طرش ىرخلأا تابلطتملاو
( ةيصخشلا ةياقولا تادعمPPE)

نودب
.لامعلل ةفلكت

8.1.2 Eliminating hazards and reducing OH&S risks
The Organization should establish, implement, monitor and maintain the
processes to eliminate risks and reduce risk OHS by using the following
hierarchy of control measures:
a)elimination of risks (e.g. prohibition of the use of mercury)
b)Replacement with less dangerous processes, functions, materials or
equipment (e.g. chemical replacement)
c)Use of technical measures and re-organization of work (e.g. use of
bumpers in moving parts)
d)Use of administrative measures, including training (e.g. breaks)
e)Use of appropriate personal protective equipment (PPE).

8.1.2 Eliminating hazards and reducing OH&S risks (more)
Notes:
•In many countries, legal and other
requirements include the provision of PPE to
workers at no cost.
•The hierarchy of control measures is intended
to provide a systematic approach to
strengthening OHS, eliminating risks and
reducing the risk to OHS.
•It is common to combine various control
measures in order to reduce the risk of OHS at
such a level, as los as practicable possible.
(ALARP).

8.1.2 Eliminating hazards and reducing OH&S risks (more)
Examples of a hierarchy of control measures
Eliminate:
1.Removal of a risk
2.Cessation of use of a chemical
3.Applying ergonomic approaches when designing a workplace
4.Elimination of repetitive/monotonous work that causes stress
5.Removal of forklift trucks from one area.

8.1.2 Eliminating hazards and reducing OH&S risks (more)
Replacement:
•Replacing dangerous with less dangerous
•Change how you respond to customer complaints with online guide
•Tackling OHS risks at source
•Adaptation to technical development (e.g. replacement of paint solvents
with water colors)
•Replacement of floor material to reduce slippery slope
•Reduction of the requirements of machinery in electrical voltage.

8.1.2 Eliminating hazards and reducing OH&S risks (more)
Use of technical measures and reorganization of work
•Isolating people from danger
•Implementation of collective protective measures (e.g. isolation,
engine supervision, ventilation systems)
•Application of mechanical control
•Noise reduction (e.g. with motor
formwork)
•Protection against fall from height using
straps
•Reorganization of work to avoid working
alone, workload and to protect against
victimization

8.1.2 Eliminating hazards and reducing OH&S risks (more)
Use of administrative measures, including training
•Periodic inspections of safety equipment
•Conducting training to prevent harassment and bullying
•Management of OHS coordination in the activities of subcontractors,
•Performing induction training
•Management of forklift trucks operators licenses
•Provide instructions for reporting events
•Non-compliance and victimization without fear of punishment
•Hazard warning Signs
•Change the work patterns (e.g. shifts)

8.1.2 Eliminating hazards and reducing OH&S risks (more)
•Management of medical monitoring programs for workers deemed to be
at risk (e.g. exposure to noise and vibration, respiratory or
dermatological diseases, etc.)
•Provision of appropriate instructions to employees (e.g. entry permit).
Personal protective equipment usage:
•Provision of satisfactory PPE (e.g. clothing, safety
shoes, working glasses, earplugs, gloves)
•Provision of instructions for use and maintenance of
PPE

8.1.3 Management of change
The Organization should establish processes for the implementation and control
of planned temporary and permanent changes affecting the performance of
OHS, such as:
a)New products, services and processes or existing products, services and
processes, including:
•Locations and work environment
•Work organization
•Working conditions
•Equipment
•Workforce
b) Changes to legislative and other requirements
c) Changes in knowledge or information on risks and risk of OHS
d) Developments in knowledge and technology

8.1.3 Management of change (more)
The organization should review the effects of unintended changes,
taking measures to mitigate the effects as needed.
Notes:
•Changes can result in risks and opportunities.
•The purpose of managing change is to strengthen OHS by minimizing
the introduction of new risks and risk to the work environment (changes
in technology, equipment, facilities, work practices, procedures,
specifications Raw materials, standards and regulations).
•Depending on the nature of the change, the Organization may use
appropriate methodologies (e.g. design review) to assess risk and OHS
opportunities.
•The need to manage change can be outbound design (see 6.1.4).

8.1.4 Procurement
8.1.4.1 General
he Agency shall establish, implement and maintain informed processes
for the control of supplies of goods and services in order to ensure
compliance with its OHSMS.
Procurement processes should be used to identify, evaluate and
eliminate risks and minimize the risk involved before entering the
workplace.
Supplies may concern:
which must comply with the requirements of the OHSMS.
- products - Hazardous materials
- Raw materials - equipment
- services

8.1.4 Procurement
8.1.4.1 General (more)
The Organization must confirm that the equipment, facilities and materials
are safe for use by workers, ensuring that:
A)The equipment is delivered in accordance with the specifications and is
checked to ensure that it operates in accordance with the requirements laid
down
B)The installations are put into service after ensuring that they operate as
planned
C) The materials are delivered in accordance with the
specifications
D) Any use requirements, precautions or other protective
measures shall be notified and made available.
Note
The procurement process should incorporate any needs for consultation (see
5.4) and communication (see 7.4).

8.1.4.2 Contractors
The organization should coordinate its procurement processes with its
contractors in order to identify the risks, as well as to evaluate and
control risks for OHS arising from:
a)The activities and functions of contractors having an impact on the
agency
b)The activities and functions of the organization having an impact on
the contractor's employees
c)The activities and functions of contractors having an impact on other
interested parties in the workplace.
The Organization must ensure that its OHSMS requirements are met by
its contractors and employees.
The procurement processes of the Organization must define and apply
OHS criteria for the selection of contractors.

8.1.4.2 Contractors (more)
Notes:
1.The necessity for coordination recognizes that some contractors (e.g. external
providers) possess specialized knowledge, skills, methods and means.
2.Examples of contractors activities and operations include:
•Maintenance
•Construction
•Functions
•Security
•Cleaning
•Consultants or experts in administration or other functions
3. The assignment of work to contractors does not remove the responsibility
for the OHS of the workers from the agency.

8.1.4.2 Contractors (more)
Notes
4.The addition of OHS criteria for the selection of contractors in contracts
can be an ancillary practice.
5.An organization can achieve coordination of the activities of its contractors
through the use of contracts that clearly indicate the responsibilities of the
parties involved.
6.An organization can use various tools to ensure the performance of CSO
contractors in the workplace, such as:
•Contracts Preassessment criteria which take into account:
Past Performance of OHS
Past Safety Trainings
Existing capacities in OHS
Safety Trainings

8.1.4.2 Contractors (more)
7.When coordinating with contractors, the agency must give weight to its
OHSMS, in relation to the following:
Reporting risks between the agency and its contractors
Control of employee access to dangerous areas (e.g. restricted areas)
Procedures to be followed in the event of emergency situations.
Evaluation reports
The security management processes of event
Reporting

8.1.4.2 Contractors (more)
8.The agency must confirm that contractors are able to perform the work
before the commencement of work, for example:
a)The OHS performance records are satisfactory
b)The criteria for qualifications, experience, and adequacy of workers
have been determined and met (e.g. through training)
c)Resources, equipment and preparations for work are sufficient and
ready to start work.

8.1.4.3 Outsourcing
The Organization must ensure that:
•Externally delegated functions and processes are controlled.
•The arrangements for outsourcing work are in accordance with the
legal and other requirements and the intended results of OHSMS.
Notes
Coordination with external providers can help the organization to cope
with any impact that outsourcing work has on OHS service. When
outsourcing projects, the agency needs to control externally assigned
functions and processes, as the responsibility for complying with ISO
45001 continues to remain in the organization.

8.1.4.3 Outsourcing (more)
The Organization should establish the area of control in externally-
awarded processes, based on factors such as:
•The ability of the external organization to meet the requirements of the
OHSMS
•The technical competence of the Organization to define appropriate
control measures or to assess the adequacy of controls
•The possible effect of the externally assigned function or process on the
ability of the organism to achieve the intended effect of OHSMS
•The extent to which control of the process is shared
odirect control (e.g. contractors working within the organization)
olimited (e.g. transport, quarry supplying cement factory) or
ozero control (e.g. suppliers of materials),

8.1.4.3 Outsourcing (more)
•The ability to achieve the necessary control through
the implementation of the general procurement
process
•The opportunities available for improvement.
Note
In some countries, legal requirements have
predictions for externally assigned operations
processes.

8.1.4.3 Outsourcing (more)
Interpretation of the concept of outsourcing
The outsourcing process is a process that meets the following:
•It belongs to the scope of the OHSMS
•It is an integral part of the organization's operation
•It is necessary for the OHSMS to achieve the desired result
•The Organization shall be responsible for complying with the requirements
•The Organization and the external provider shall cooperate in such a way that the process is perceived by the
interested parties as being carried out by the organization.

8.2 Emergency preparedness and response
The organization shall establish, implement and maintain the processes
required to prepare and respond to emergency situations identified in the
application of the process of recognition of Risk assessment (6.1.2.1).
The organization must:
d) Assess the performance and review the planned response, especially after
tests and facts
e) Communicate and provide relevant information to all employees about their
duties and responsibilities
(a)Establish a planned response to emergencies, including first
aid
(b)Provide training for the planned response
(c)Carry out periodic tests and exercises to ascertain the
ability to respond

8.2 Emergency preparedness and response (more)
(f) Communicate the relevant information to contractors, visitors,
emergency services, government authorities, and local communities as
appropriate.
g) Take into account the needs and capacities of all relevant interested
parties and ensure their participation in the development of response
plans, as appropriate.
The Organization shall keep and maintain informed evidence of
the processes and correspondence plans for the potential
emergencies.
Note
Emergencies can include physical, technical and man-made incidents that
occur within and outside the opening hours.

8.2 Emergency preparedness and response (more)
When planning the preparedness and response process(es) in
emergencies, the Organization should consider the necessary:
•The actions required to prevent or mitigate the effects (e.g. shortening of
response time)
•The reduction and response actions undertaken for different types of
emergency situations
•The need for ex-post evaluation of the state of emergency in order to
define and implement corrective actions (e.g. lessons learned,
modification of procedures);
•The most appropriate methods of responding to emergencies
(e.g. use of appropriate firefighting instruments)
•internal and external communication processes
(e.g. loudspeaker communication),

8.2 Emergency preparedness and response (more)
•The periodic test of the planned response actions in emergencies
(preparedness exercises)
•Training of emergency response personnel (e.g. use of fire extinguisher
exercises)
•The list of key personnel and relief services, including contact details (e.g.
fire safety teams, fire brigade, First aid services)
•Escape routes and points of concentration and
•The possibility of mutual assistance by neighbouring organisations

9 Performance Evaluation
9.1 Monitoring, measurement, analysis and performance evaluation
9.1.1 General
9.1.2 Evaluation of compliance
9.2 Internal Audit
9.2.1 General
9.2.2 Internal audit program
9.3 Management review

9.1 Monitoring, measurement, analysis and performance evaluation
9.1.1 General
The organization must monitor, measure, analyze and evaluate its OHS
performance.
It shall specify:
a)What needs to be monitored and measured, taking into account:
•The extent to which legal and other requirements are satisfied
•Activities and functions related to identified risks, risk and opportunities
•Development in relation to the achievement of the OHS objectives of the
Organization
•The effectiveness of operational and other control measures.
b) The monitoring, measurement, analysis and evaluation methods
necessary to ensure valid results

9.1.1 General (more)
c) The criteria according to which the organization evaluates its OHS
performance(e.g. appropriate indicators)
d) When monitoring and measurement should be carried out
e) When the results of monitoring and measurement are to be analyzed
and evaluated.
The Organization must:
•Ensure that the monitoring and measuring
equipment used is calibrated or verified and
maintained as appropriate
•Evaluate the performance and efficacy of OHSMS

9.1.1 General (more)
•shall keep appropriate substantiated information as evidence:
Monitoring, measurement, analysis and evaluation results
For the maintenance, calibration and verification of the measuring
equipment.
Note
Calibration and verification of measuring
equipment may be a legal or other requirement
(e.g. national or international standard).

9.1.1 General (more)
In order to achieve the intended results of the Sadye, the processes
must be monitored, measured and analysed.
A)Examples of monitoring and measurement
1.Medical monitoring of workers and monitoring of the working
environment (e.g. for harmful agents)
2.Work incidents, injuries and occupational diseases, and OHS complaints,
including trends
3.The effectiveness of operational measures and contingencies or the need
to introduce new measures
4.Adequacy

9.1.1 General (more)
b) Examples in relation to legal requirements
•Measurement and monitoring requirements contained in legislation
•Measurement and monitoring requirements contained in collective
agreements (e.g. obligation of medical monitoring of workers for matters
under the legislation)
•The State of compliance in relation to legal requirements.
c) Examples in relation to other requirements
•Requirements in collective agreements (e.g. medical monitoring of
workers for matters not provided for in the legislation)
•Requirements in standards and codes
•Requirements in policies, rules and regulations
•Insurance requirements.

9.1.1 General (more)
D) Examples of benchmarks
1)Benchmarks:
(i)with other organizations
(ii)with standards and codes
(iii)The codes and objectives of the agency itself
(iv)OHS Statistics
2) Typical indicators based on criteria:
i)If the criterion is the comparison of incidents, the indicators can be the
frequency, type, severity and number of events (e.g. number of incidents per
1 million working hours)
ii)If the criterion is to complete corrective actions, the index may be the
percentage of completion at the desired time.

9.1.1 General (more)
Monitoring may include:
•Continuous control
•Supervision
•Critical monitoring
•Determination of the situation
In order to detect a change from the required or expected level of improvement.
Monitoring can be applied to OHSMS, processes or control measures. Examples
Interviews
Reviewing documents
Observation of progress work
Medical monitoring

OSHA Recordable Incident Rate:
Incident rates give agencies such as OSHA a standardized way to measure a
company’s performance both historically and in comparison to other companies
within its industry
Companies can use it to compare their own safety history with national averages
for their industry and peer groups, and insurance companies will use it as one
more way to evaluate a company’s safety performance.
OSHA Recordable Incident Rate:
(recordable cases x 200,000*) /company’s total labor hours
* the number of hours that 100 employees working 40 hours a week for 50 weeks
would accumulate.

example:

if you have 40 full-time employees who work 40 hours a week, that’s 1,600
labor hours per week. If we assume that each gets two weeks of vacation, we
get total annual labor hours of 80,000 (1,600 times 50 weeks). Suppose you
had three recordable incidents during the year. If you multiply 3 times the
200,000 figure, you get 600,000. Divide that by 80,000, and you’ll get a
recordable incident rate of 7.5. That means for every 100 full-time employees
at your company, 7.5 will have had a recordable Injury or illness
(3 cases *200,000)/ 80,000=7.5 per 100
5 cases , 250 employees

The DART rate
It looks at the amount of time an injured employee is away from his or her regular
job. Suppose an injured employee is allowed to return to work, but can’t perform
normal lifting for 5 days.
Example:
if only two of the recordable incidents fell under the DART classification, you’d
multiply 2 times 200,000 (getting 400,000), and divide that by 80,000, arriving at a
DART rate of 5.0.
The Lost Time Case Rate
considers only incidents in which workday were lost. Here again, you multiply your
number of lost time cases by 200,000, and divide the result by the total number of
hours worked by your employees. the result tells you how many employees lost
time per 100 employees on your payroll.

looks at incidents in terms of the actual number of days that were lost on average.
To calculate the Severity Rate, you simply divide the number of lost workdays by
the number of recordable accidents. If your employees lost a total of 24 workdays,
and there had been a total of four incidents, you’d be able to tell that the average
incident cost you 6 workdays.
Incident rates are what are known as “lagging indicators,” because they describe
past history. They tend to be most useful when you compare them over several
periods, so you can identify trends.
Most medium-sized or larger companies would benefit from computing these rates
each month, and tracking the trends from month to month.
The Severity Rate

LTIFR formula (Lost time injury frequency rates (LTIFR)
( Number of lost time injuries in accounting period ) × 1,000,000

( Total hours worked in accounting period
Example
In 2018, a building construction company had two people injured at work.One
was hospitalised for one week and the other was away for one full day. The
company employs 375 staff, some of which work part-time hours. The total
hours worked in 2018 for all employees was 700,500.
To calculate the company’s LTIFR, there are two people who have lost time
from work for one shift or more, and 700,500 hours were worked over the
period. building construction industry rate of 5.6.
Number of LTI during the year: 2
Hours worked during the year: 700,500

LTIFR = 2.86
Industry: Building construction (ANZSIC level 1.2)
Industry LTIFR = 5.6

9.1.1 General (more)
Measurement is the basis for quantifying data and assessing the
performance of security programs and medical surveillance.
Examples
•Measurements of harmful agents with calibrated equipment
•Calculating the safety distance from a hazard
Analysis is the process of examining data to reveal relationships, patterns
and trends that include comparisons with corresponding organizations and
draw conclusions.
The evaluation of performance is a process that includes the determination
of the suitability, adequacy and effectiveness of the object to be studied in
order to achieve the objectives of the OHSMS.

The Organization must:
•Determine the frequency and methods for assessing compliance
•Evaluate compliance and take action if necessary (see 10.2)
•Keep abreast of knowledge and understanding of the state of its
compliance.
The Organization shall keep appropriate substantiated information as
evidence of the results of the conformity assessment.
9.1.2 Evaluation of compliance
The Organization must establish, implement and
maintain the processes needed to assess the
fulfilment of the legal and other requirements
(see 6.1.3).

9.1.2 Evaluation of compliance (more)
The frequency and selection of the time of compliance assessments may
vary depending on:
•The importance of the claim (e.g. associated with high risk)
•Changes in operating conditions (e.g. new production process)
•Changes in legislative and other requirements (e.g. new legislation)
•The previous performance of the Organization (e.g. recent non-
compliance or non-achievement of goals).

9.1.2 Evaluation of compliance (more)
Compliance assessment methods
Review of documents (e.g. for certificates, measurements)
Measurement
Observation
Example of actions to remedy legislative non-compliance:
-Communicating with a public authority and reaching agreement on a series
of actions.
-Where such an agreement exists, it shall acquire the concept of a legislative
obligation.
-Failure to comply with compliance obligations (including legislation) does not
necessarily lead to non-compliance within the framework of the OHSMS, if,
for example, it is detected and corrected through the system processes.

•Complies with:
-The requirements of the Organization itself for its OHSMS
including the policy and OHS objectives and
-The requirements of the standard.
9.2 Internal audit
9.2.1 General
The organization shall carry out, at predetermined intervals, internal
inspections to provide information on whether the OHSMS:
•It is applied effectively (not just if applied) and kept up to
date.

9.2.2 Internal Audit program
The Organization must:
a)Establish, implement and maintain an updated internal audit program,
including:
-The frequency
-The methods
-The responsibilities
-The Consultation
-Planning Requirements
-The reports of its internal inspections
that takes into account:
- The importance of the processes concerned
- The results of previous audits.

9.2.2 Internal Audit Program (more)
b) Define the audit criteria and scope for each inspection;
c) To select auditors and carry out inspections in such a way as to
ensure the objectivity and impartiality of the inspection process
d) Ensure that the results of the inspections are reported to the
competent top management
e) Take action to remove non-compliance and continuously improve
performance (see 10).
The organization must keep documented information as evidence of the
implementation of the program and the results of the inspection.

2.The extent of the inspection program should be based on
the complexity and maturity level of the OHSMS.
3.An organization can achieve the objectivity and
independence of internal audit by creating processes that
separate the tasks of internal inspectors from their normal
tasks or by using external partners .
General audit rules
1.The auditors:
•Should be independent of the supervised activity, where
practicable, and
•They should in all cases act in an impartial and non-conflicting
way.

General audit rules (more)
4.When examining the results of previous inspections, the organization should
include:
•The previously identified non-compliances and the effectiveness of the actions
taken
•The results of internal and external inspections.
For more info about the auditing procedures check ISO 19011.

9.3 Management Review
The Top Management shall review the OHSMS of the organization at
predetermined intervals to ensure:
-The continuing suitability
-The adequacy
-The effectiveness
-The review by the Top Management must include the examination of
progress in the implementation of actions decided in previous
management reviews
-Changes to:
•Needs and expectations of interested parties
•Legal and other requirements
•Risk and opportunities,

9.3 Management Review (more)
•The degree of implementation of the OHS policy and the achievement
of the OHS objectives
•Information on the performance of OHS of the agency, including trends:
oEvents
onon-compliances
ocorrective actions and continuous improvement
omonitoring and measurement results
•The fulfilment of legal and other requirements;
•The results of the consultation and the results of inspections,
•The adequacy of resources to ensure the effectiveness of the OHSMS
•Relevant communication from interested parties
•Opportunities for continuous improvement

9.3 Management Review (more)
The results of the management review should include decisions on:
-Continued suitability
-Adequacy and efficacy of the OHSMS
-Opportunities for continuous improvement
-The needs for ,
-The necessary resources
-Actions, if necessary
-Opportunities to improve the integration of OHSMS with other
operational processes, if necessary, and
-Possible consequences for the strategic orientation of the organization.

9.3 Management Review (more)
The top Management should communicate the results of reviews from
the management to the employees and where there are to
representatives (see 7.4).
The organization must keep documented information as evidence of the
results of the reviews by the top management.
Notes
1.The management review should be conducted at a general level and
need not be a thorough review of analytical information.
2.The issues of the management review need not be dealt with at the
same time. The agency determines how it wishes to be done.

9.3 Management Review (more)
3.The review may be carried out over a period of time and may be part of the
regular scheduled activities of the top management, such as board meetings
and operational meetings. The review does not need to be a separate
activity.
4.The term "suitability" refers to the way the OHSMS is appropriate to the
organization, its functions, its culture and the operational systems.
5.The term "adequacy" refers to whether the OHSMS satisfies the
requirements of the standard and whether it is implemented in an
appropriate manner.
6.The term "efficacy" refers to the extent to which the OHSMS achieves the
desired results.

10 Improvement
10.1 General
10.2 Incident, nonconformity and corrective action
10.3 Continual improvement

10 Improvement
10.1 General
The Organization must identify opportunities for improvement and implement the
necessary actions to achieve the intended results of its OHSMS.
When taking action for improvement, the organization should examine the results from:
•The analysis and assessment of the performance of OHS
•Conformity assessment
•Internal inspections
•The management review
Improvement can be e.g. corrective action, continuous improvement, radical change,
innovation and reorganization.

10.2 Incident, nonconformity and corrective action
The Organization must establish, implement and maintain processes,
including reporting, investigating and taking action to identify and manage
events and non-compliances.
When an event or non-compliance occurs, the Organization must:
a)Respond to non-compliance and as appropriate:
Take action to control and correct it and
deal with the consequences,
b) Assess, with the participation of workers and other
interested parties, the need to take action to eliminate the
causes of the incident or non-compliance, so that it does
not recur or happen elsewhere, through:

10.2 Incident, nonconformity and corrective action
The investigation and review of non-compliance
The determination of the causes of the incident or non-compliance
The determination of whether such non-compliances exist, or whether
they could potentially occur
c) Properly review existing OHS risk assessments and other risks
d) Identify and implement any necessary action, including corrective
action, in accordance with the hierarchy of measures (see 8.1.2) and
change management (see 8.1.3)
e) Evaluate the OHS risk associated with new or modified risks before
taking action

10.2 Incident, nonconformity and corrective action (more)
(f) To review the effectiveness of any corrective actions undertaken and
g) Make changes to the OHSMS, if necessary.
Corrective actions should be proportionate to the importance of the effects
of non-compliances identified, including OHS impacts.

10.2 Incident, nonconformity and corrective action (more)
The organization must keep documented information as evidence of:
a)The nature of the non-compliances and any subsequent actions
undertaken and
b)The results of any corrective actions, including their effectiveness.
The Organization shall communicate the documented information to the
workers concerned and, where available, to their representatives and
other interested parties.

10.2 Incident, nonconformity and corrective action (more)
Notes
1.One of the primary purposes of an OHSMS is to act as a preventive tool.
The concept of preventive action has been abolished, but is now reflected in
chapter 4.1 (i.e. understanding the organization and its operating framework)
and chapter 6.1 (i.e. actions to deal with risk and exploit opportunities).
2.Reporting and investigating incidents without delay may facilitate the
elimination of risks and the reduction of associated risk of OHS as soon as
possible.
3.There can be separate processes for investigating events and non-
compliance reviews, or they can be combined in one process, depending on
the organization's requirements.

10.2 Incident, nonconformity and corrective action (more)
4.Examples of events, non-compliances, and corrective actions:
A) Incidents: Fall at the same level with or without injury, break of foot,
asbestosis, hearing loss, damage to buildings or vehicles that can lead to risk
of OHS.
b) Non-compliance: protective equipment that does not operate satisfactorily,
failure to satisfy a legal or other requirement, pre-determined procedures that
are not followed.
c) Corrective actions: elimination of risks, substitution with less hazardous
materials, redesign or modification of equipment or tools, development of
procedures, improvement of the adequacy of affected workers, change in
frequency of use, PPE use.

10.2 Incident, nonconformity and corrective action (more)
5.Root cause analysis refers to the practice of investigating the potential
factors associated with an event or compliance by asking:
- what happened, - how it happened, - why it happened,
To provide information on what needs to be done to prevent it from
happening again.
6. The methods for determining the underlying cause must be appropriate to
the nature of the incident or non-compliance, with the main purpose of
avoiding duplication. Analysis can lead to multiple failure factors, including
communication, aptitude, fatigue, equipment, or process issues.
7. The review of the effectiveness of corrective actions refers to the extent to
which the corrective actions lift the underlying cause or causes.

10.3 Continual Improvement
The organization has to improve the suitability, the competence and the effectiveness of the OHSMS in
order to improve the performance of OHS through:
a)strengthening the OHS performance
b)Promoting culture to support OHSMS
c)Promoting the participation of workers in the
implementation of continuous improvement of OHSMS
d)The notification of the relevant results of continuous
improvement to workers, and their representatives, where
available
e)Keeping and maintaining documented information as
evidence of continuous improvement.

10.3 Continual Improvement (more)
Continual Improvement case studies
•a) new technology,
•b) best practices,
•c) suggestions from interested parties,
•d) new knowledge on OHS topics,
•e) new or improved materials,
•f) changes in the abilities and the competency of workers,
•g) Achievement of better performance with fewer resources (e.g.
simplification,rationalization, etc).

181
Many thanks for your attention
مكعامتسا نسحل اركش
Dr. Mohammad Fa'ouri

3تدريب توعوي على نظام الإدارة المتكاملة-ثالثاً-الآيزو 45001-2018 نظام الصحة والسلامة المهنية.ppt

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3تدريب توعوي على نظام الإدارة المتكاملة-ثالثاً-الآيزو 45001-2018 نظام الصحة والسلامة المهنية.ppt

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