FEATURE
outsourcing. Any established code of conduct or other form of OHS requirements placed on outsourced suppliers by the organisation is considered legal and other requirements and thus necessitates that consideration when establishing, maintaining and continuing to improve the OHS management system.
MANAGING CONTRACTOR
ACTIVITIES Organisations need to establish and maintain a method of ensuring that the requirements of its SMS are met by their contractors as they perform their work. This begins with defining and applying specific health and safety criteria to the selection of contractors.
The use of safety-specific content in contracts includes specific responsibilities for the contractor for health and safety performance, which can include anything from a specified number of safety personnel on site at all times, the provisions for the type personnel protective equipment or other hazard control measures used, to established safety programs adhering to stated standards.
Pre-qualification criteria considers the past health and safety performance of the contractor in the decision to accept a proposal from the contractor. A contractor whose performance meets or exceeds the criteria would have its bids accepted for consideration. Note however that the evaluation of past safety and health performance is a requirement to be able to compete for a contract and not criteria for the awarding of such a contract.
After applying health and safety criteria to the selection of contractors, organisations must still verify that contractors are performing their assigned tasks so that the requirements of its SMS are met. The verification of contractor OHS performance during the contractual period is a necessity and should include conformation that specified OHS qualification, experience and competence criteria for contractor’s workers are being met; ensuring the contractor’s health and safety performance records continue to be satisfactory; and that the contractor’s resources,
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equipment and work preparations remain adequate for the work to proceed safely.
The coordination of efforts to assess hazards and control risks requires a client organisation to establish a process for assessing and controlling both the OHS impacts arising from each contractor’s activities, the impacts organisation activities could have on the contractor workers, as well as the effects of contractor’s activities on other contractors in the workplace. Establishing a system where contractor employees can easily report hazards they become aware of and integrating this with the organisation’s existing hazard reporting system is an effective approach, as long as the relevant hazard information generated from such a reporting system is also shared with the appropriate contractors. Controlling contractor workers access to hazardous areas of the workplace is another sound practice.
MANAGING OUTSOURCED
ACTIVITIES Outsourcing differs from use of contractors in that the potential effects on your organisation’s OSH performance is strictly indirect; outsourced activities pose no hazards to your organisation’s employees, but their activities can very much affect your organisation’s ability to achieve the intended outcomes of your SMS. The draft standard states: “The organisation shall ensure that outsourced processes are controlled. The type and degree of control to be applied to these processes shall be defined within the OH&S management system.” It is up to the organisation to determine the type and degree of control over its outsourced activities necessary to achieve its intended outcomes of its SMS.
When the organisation utilises outsourced activities as part of their supply chain, any established code of conduct or other form of OHS requirement placed on the outsourced organisation becomes a form of legal and other requirements. Fulfilment of legal and other requirements is an intended outcome of any SMS and thus outsourced activities must be taken into account when the organisation
Organisations following the proposed ISO 45001 framework will follow an iterative process to achieve continual improvement, based on the concept of Plan-Do- Check-Act (PDCA). This means:
• Planning - identifying risks and opportunities to improve health and safety performance, establishing policy, and developing objectives and processes to achieve them.
• Doing - implementing the processes as planned.
• Checking - monitoring and measuring performance of processes and reporting the results.
• Acting - taking actions to continually improve the health and safety performance.
establishes its OHS policy. Your organisation’s OHS policy must include a commitment to fulfill legal and other requirements, including any and all actions beholden on the organisation through an established code of conduct or participation in private, voluntary regulatory scheme. Your OSH objectives in your SMS must address legal and other requirements, and thus must include measurable, communicated, and monitored objectives derived from your OHS requirement placed on the outsourced organisation.
A process for communications surrounding the policy, objectives and other pertinent SMS-related information is required for legal and other requirements, so means for sharing this information with the outsourced activities that is timely and in a comprehensible form is necessary. The fulfilment of legal and other requirements must be monitored and measured, thus outsourced activities must be evaluated for their ability of the to perform at a level that meets the established code of conduct or other form of OHS requirement. This would involve an assessment of the outsourced organisation’s health and safety performance and the identification of any shortcomings.
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