Preteshbiswas Com 2019 05 06 Iso 450012018 Clause 10 Improve

ISO 45001:2018 Clause
10 Improvement
 Pretesh Biswas  Uncategorized  May 6, 2019 13 Minutes
Due to the new structure and risk focus of the standard, there are no preventive
action requirements in this clause. The organization should react accordingly to
nonconformities and incidents, and take action to control, correct them, cope with
their consequences, and eliminate their source so as to prevent
recurrences. However, there are some new more detailed corrective action
requirements. The first is to react to incidents or nonconformities and take action
in a timely manner, to control and correct these and deal with the consequences.
Root cause analysis can be used to explore all possible factors associated with an
incident or nonconformity by asking what happened and why it happened. The
second is to determine whether similar incidents or nonconformities exist, or could
potentially occur, leading to appropriate corrective actions across the whole
organization if necessary. Although the concept of preventive action has evolved
there is still a need to consider potential nonconformities, albeit as a consequence
of an actual nonconformity. The requirement for continual improvement has been
extended to continually improve the suitability and adequacy of the OH&S
management system as well as its effectiveness through continual improvement
objectives. Clause 10, the final major section, delineates the concept of continual
improvement within the context of specific activities. Any organization wishing to
adopt the principles of ISO 45001 must have a plan for addressing nonconformities
in a timely manner. Organizations should take direct action to control conditions
and deal with consequences. Nonconformities can be identified from investigations,
audits, or other events. The corrective actions should be evaluated and the results
should be documented. To achieve continual improvement, the organization shall
have an OH&S management system that:
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1. Prevents the occurrence of incidents and nonconformities
2. Promotes a positive OH&S culture
3. Enhances OH&S performance
10.1 General
The organization must determine opportunities for improvement and
must implement necessary actions to achieve the intended outcomes of
its OH&S management system.
As per Annex A (Guidance on the use of ISO 45001:2018 standard) of

ISO 45001:2018 standard it further explains:
The organization should consider the results from analysis and evaluation of
OH&S performance, evaluation of compliance, internal audits, and management
review when taking action to improve. Examples of improvement include
corrective action, continual improvement, breakthrough change, innovation, and
re-organization.
From the results discussed in Clause 9 Management Review including the analysis
and evaluation of OH&S performance, internal auditing, and feedback from worker
engagement, Non-conformity & corrective action, Incident investigation &
corrective action, Accident investigation & corrective action, and Compliance
obligations including output from the introduction of the new regulation. Several
different methods of capturing improvement opportunities may be designed in the
system based on the structure, activities, and risk within the business discussed in
Clause 4 and 6. The organization must actively seek out and, where possible, realize
opportunities for improvement that will facilitate the achievement of the intended
outcomes of the OH&S management system. The organization should consider the
results from analysis and evaluation of its OH&S performance, evaluation of
compliance, internal audits, and management review when taking actions to
improve its performance. Improvement can arise from corrective action, continual
improvement, breakthrough change, innovation, and re-organization.
Outputs from management reviews, internal audits, and compliance and

performance evaluations should all be used to form the basis for improvement
actions. Improvement examples could include corrective action, reorganization,
innovation, and continual improvement programs. The chosen methods must
consider the following:
Means of reporting including incidents to the right groups of workers and

interested parties
The timescale of reporting
How the information is going to be recorded as documented information, for

example, near-miss report cards, accident reports, defect reports, reports to
senior leadership
Using workers to participate in investigations to determine root cause analysis
A structured system to prevent reoccurrence
Hierarchy of control measures to reduce risk as far as is reasonably practicable
Assessment of OH&S risks prior to the introduction of a corrective action to

prevent the introduction of new hazards
Training and competence for workers and interested parties on the means of
reporting OH&S hazards, incidents and opportunities for improvement
10.2 Incident, nonconformity and corrective

action
The organization shall establish, implement and maintain a
process(es), including reporting, investigating, and taking action, to
determine and manage incidents and nonconformities. When an
incident or a nonconformity occurs, the organization should react in a
timely manner to the incident or nonconformity and take action to
control and correct it to deal with the consequences. With the
participation of workers and the involvement of other relevant
interested parties, the organization must evaluate the need for
corrective action to eliminate the root cause of the incident or
nonconformity, in order that it does not recur or occur elsewhere. The
organization must investigate the incident or review the
nonconformity, determine the causes of the incident or nonconformity.
The organization must also determine if similar incidents have
occurred, nonconformities exist, or if they could potentially occur. As
appropriate it must also review the existing assessments of OH&S risks
and other risks. It must also determine and implement any action
needed, including corrective action, in accordance with the hierarchy of
controls and the management of change. It must also assess OH&S risks
that relate to new or changed hazards, prior to taking action. It
must review the effectiveness of any action taken, including corrective
action. It must make changes to the OH&S management system, if
necessary. Corrective actions should be appropriate to the effects or
potential effects of the incidents or nonconformities encountered. The
organization should retain documented information as evidence of the
nature of the incidents or nonconformities and any subsequent actions
are taken and also of the results of any action and corrective action,
including their effectiveness. The organization must communicate this
documented information to relevant workers, and, where they exist,
workers’ representatives, and other relevant interested parties. The
reporting and investigation of incidents without undue delay can enable
hazards to be eliminated and associated OH&S risks to be minimized as
soon as possible.

Separate processes may exist for incident investigations and nonconformities

reviews, or these may be combined as a single process, depending on the
organization’s requirements. Examples of incidents, nonconformities, and
corrective actions can include, but are not limited to:
1. Incidents: same level fall with or without injury; broken leg; asbestosis;
hearing loss; damage to buildings or vehicles where they can lead to OH&S
risks;
2. nonconformities: protective equipment not functioning properly; failure to

fulfil legal requirements and other requirements; or prescribed procedures
not being followed;
3. corrective actions: eliminating hazards; substituting with less hazardous

materials; redesigning or modifying equipment or tools; developing
procedures; improving the competence of affected workers; changing
frequency of use; using personal protective equipment.
Root cause analysis refers to the practice of exploring all the possible factors
associated with an incident or nonconformity by asking what happened, how it
happened, and why it happened, to provide the input for what can be done to
prevent it from happening again. When determining the root cause of an incident
or nonconformity, the organization should use methods appropriate to the nature
of the incident or nonconformity being analyzed. The focus of root cause analysis
is prevention. This analysis can identify multiple contributory failures, including
factors related to communication, competence, fatigue, equipment, or procedures.
Reviewing the effectiveness of corrective actions refers to the extent to which the
implemented corrective actions adequately control the root causes.
The organization should have a process in place for reporting and investigating
incidents and other nonconformities, and for taking action to correct them and deal
with their consequences. Separate processes may exist for incident investigations
and nonconformities reviews, or these may be combined as a single process. It is
imperative that root cause analysis is carried out on the incident or nonconformity
in order to take appropriate action to prevent a recurrence. Examples of incidents
and nonconformities include but are not limited to:
Incidents: near misses, injuries and ill-health, and damage to property or

equipment that could lead to OH&S risks; such as a broken leg, asbestosis,
hearing loss;
Nonconformities: protective equipment not functioning properly; failure to

fulfill legal requirements; prescribed processes or procedures not being
followed; contractor behaving in an unsafe manner on-site.
When an incident or nonconformity occurs, the organization must react in a timely

manner, act to control and correct it and deal with the consequences. It must
evaluate the need for corrective action to eliminate the root cause of the incident or
nonconformity in order to ensure that it does not recur or occur elsewhere in the
organization by:
Investigating the incident or reviewing the nonconformity;
Finding out what caused the incident or nonconformity;
Finding out if similar incidents have occurred, if nonconformities exist, or if
they could potentially occur.
The evaluation of the need for corrective action should be carried out with the
active participation of workers and the involvement of other relevant interested
parties. The aim of an incident investigation is to determine what happened, why it
happened, and what can be done to prevent it from happening again. This means
not only considering the immediate causes, but also the underlying or root causes
and taking corrective action to address these causes. Almost all incidents have
multiple causes. These can be related to a range of factors, including human
behavior and competency, the nature of the tasks and processes, equipment, or
management of the organization. The investigation should identify all areas that
need improvement including improvements to the OH&S management system and
propose appropriate corrective actions.
The level of investigation should be proportionate to the potential health and safety
consequences of the incident. The incident should be recorded and reported
internally and, where appropriate, reported externally to regulatory bodies such as
the HSA/HSE /the Safety, Health, and Welfare at Work. Where practicable, the
investigation should be led by a person independent of the activities being assessed
and should include a worker or workers’ representative. In addition, the
organization should
Review existing OH&S risk assessments for continued suitability (e.g. did the
risk assessment anticipate the occurrence of the incident or nonconformity);
Decide on and implement any action needed, including corrective action, in

accordance with the hierarchy of controls and the management of change;
Assess OH&S risks that relate to new or changed hazards, prior to taking
action;
Review the effectiveness of any action taken, including corrective action (e.g.
the extent to which the implemented corrective actions adequately control the
root cause); Make changes to the OH&S management system, if necessary such
as updating a process map or procedure.
Examples of corrective actions (as indicated by the hierarchy of controls) include,

but are not limited to:
Eliminating hazards;
Substituting with less hazardous materials;
Redesigning or modifying equipment or tools;
Developing and implementing procedures or improving processes;
Improving the competency of affected workers;
Changing the frequency of use of equipment, etc.;
Using personal protective equipment.
Corrective actions should be appropriate to the effects or potential effects of the

incidents or nonconformities encountered.
Root cause analysis refers to the practice of exploring all of the possible factors
associated with an incident or nonconformity by ascertaining what happened, how
it happened, and why it happened, to provide input for what can be done to prevent
it from happening again. When determining the root cause of an incident or
nonconformity, the organization should use methods appropriate to the nature of
the incident or nonconformity being analyzed. The focus of root cause analysis is
prevention. Root cause analysis can identify multiple contributory failures,
including factors related to communication, competence, fatigue, equipment, or
documentation. While root cause analysis is being performed, the organization may
also have to undertake immediate but temporary actions to prevent the occurrence
of the same nonconformity or incident. This would form part of the corrective
action. The organization should retain documented information as evidence of:
The nature of the incidents that occurred or nonconformities encountered, and

any subsequent actions taken;
The results of any actions and corrective actions taken, including their
effectiveness.
The organization should communicate this documented information to relevant

workers, and where they exist, workers’ representatives, and other relevant parties.
It is worth noting that the investigation and reporting of incidents without undue
delay can enable hazards to be eliminated and associated OH&S risks to be
minimized as soon as possible.
Unlike ISO 9001 Quality and ISO 14001 Environmental management systems, ISO
45001 introduces ‘Incident’ alongside nonconformity and corrective action. Clause
3 ‘Terms of Definition’ within the standard provides the parameters in which
‘incident’ can be interpreted and reported. An ‘incident’ is an occurrence that does
not result in an injury and/or ill health. Therefore, the organization must
implement a system of reporting that captures events that have not necessarily
been foreseen within processes of the management system. Often these are referred
to as ‘near misses’, ‘near-hit, or a ‘close call’. When a near miss is reported there
may be a process in which during the investigation the findings are recorded within
a non-conformance report. Prevention of incidents and elimination of hazards is a
key facet of the OH&SManagement System, and this is specifically addressed in the
definition of organizational context and assessing risks and opportunities. Taking
action to correct and control problems when they occur, and then to investigate and
take corrective action for the root causes of these problems when it is necessary, are
critical to prevent recurrence of process nonconformity. The basic example process
of reporting an incident leading to non-conformance, corrective action and
continuous improvement
Process Event Management System
The driver has conducted

A delivery vehicle during a reversing the visitor induction
Incident
manoeuvre narrowly misses a worker. including the issue of the
site map.
Near Miss Report Card

The worker fills out a simple report card available across the site.
Near miss
outlining the occurrence with the Process training
report Card
assistance of the supervisor. delivered during
induction.
Cones and tape are immediately placed

Corrective Temporary Corrective
to prevent entry to the area of the
Action Action.
incident by the supervisor.
Investigation
The supervisor has a discussion with the Details recorded as part
delivery driver relating to the of the investigation.
circumstances.
Risk assessment
The warehouse and site manager discuss reviewed.
the
incident and review the associated risk
assessment.
Workers located in the area provide

input.
Risk assessment revised.
Following the risk assessment review

including discussions with Top Delivery driver induction
Management, physical barriers are modified to include
placed on the pedestrian walkway as barrier walkways.
Risk-based segregation of vehicles and transport.
Non-conformance report
thinking
completed with root
solution.
cause analysis.
Additional lighting is installed.
Recorded within the
Barriers are incorporated into the
incident report register.
maintenance programme.
Maintenance programme
updated
Communication The delivery driver (worker) is contacted Incident report sent to

and provided with incident feedback and the transport company.
closure.
Incident report worker

The worker who reported the near-miss signs the corrective
is provided with feedback. action report as evidence
of positive feedback.
The incident is discussed at the Safety Safety committee and
committee and management meetings. management meeting
minutes.
Review
Committee meeting
The responsible supervisor reports the
minutes posted on the
effectiveness of the introduced changes.
notice boards.
Near miss/incident
statistics review.
Management Review
Minutes communicated.
Management Overview of the incident and positive
Review outcome within statistics. A regular audit of
pedestrian routes is
added to the internal
audit programme as part
of an improvement
objective.
10.3 Continual improvement

The organization shall continually improve the suitability, adequacy,
and effectiveness of the OH&S management system, by enhancing
OH&S performance. It must promote a culture that supports an OH&S
management system. It must promote the participation of workers in
implementing actions for the continual improvement of the OH&S
management system. It must communicate the relevant results of
continual improvement to workers, and, where they exist, workers’
representatives. It should be maintaining and retaining documented
information as evidence of continual improvement.

Examples of continual improvement issues include, but are not limited to:
1. new technology;
2. good practices, both internal and external to the organization;
3. suggestions and recommendations from interested parties;
4. new knowledge and understanding of occupational health and safety-related

issues;
5. new or improved materials;
6. changes in worker capabilities or competence;
7. achieving improved performance with fewer resources (i.e. simplification,

streamlining, etc.).
The concept of continual improvement is embodied in all management systems

based on annex SL such as ISO 9001, ISO 14001, ISO 27001, ISO 22301, and of
course ISO 45001. The opportunities for continual improvement must be reported.
It may come from new technology. non-conformances, failures, and any other IMS
issues. This system is successful by identifying, establishing, and maintaining
OH&S objectives and processes based on relevant risks. Involving top management
and all levels of the organization, these processes should be evaluated upon
completion for the purpose of continual improvement. Now, it is important to
clarify that continual improvement differs from continuous improvement,
especially considering that the two potentially could be used interchangeably. To
avoid misunderstandings, this clarification is provided under the Terms and
definitions section of Annex A in ISO 45001:2018. According to ISO 45001:2018,
continuous indicates duration without interruption, while continual indicates
duration that occurs over a period of time with intervals of interruption. The latter
certainly seems more suitable for the processes of a system intended to safeguard
employees from injury and illness, since these processes are implemented before
they are evaluated under the Plan-Do-Check-Act cycle. ISO 45001:2018
recommends that organizations evaluate their completed OH&S processes for
continual improvement, not continuous.
Through all of the actions to improve the overall OH&SManagement System, the
organization can achieve enhanced OH&S performance and promote a culture that
supports worker participation in making the OH&SManagement System better.
Improvements can be initiated by any employee when any of the following issues
are identified:
1. To initiate a change to the IMS.
2. To initiate improvement to the performance and effectiveness of the IMS.
3. When an innovation or improvement opportunity is identified.
4. When a non-conformance is identified at any time.
5. When a discrepancy, non-conformance or improvement is identified during

auditing.
6. When a customer complaint or any significant customer feedback is received

(including compliments).
Actions which an organization might take with a view to achieving continual

improvement in the suitability, adequacy, and effectiveness of its OH&S
management system include:
Enhancing OH&S performance;
Promoting a culture that provides support to the OHSMS;
Promoting the participation of workers in the identification and
implementation of actions for continual improvement of the OHSMS;
Communicating the relevant results of continual improvement to workers, and

where they exist, workers’ representatives;
Maintaining and retaining documented information as evidence of continual

improvement
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Pretesh Biswas has wealth of qualifications and experience in providing results-oriented
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As consultancy auditor, he not just report findings, but provide value-added service in recommending
appropriate solutions. Experience Consultancy: He has helped over 100 clients in a wide variety of
industries achieve ISO 9001,14001,27001,20000, OHSAS 18001 and TS 16949 certification. Industries
include automotive, metal stamping and screw machine, fabrication, machining, assembly, Forging
electrostatic and chrome plating, heat-treating, coatings, glass, plastic and rubber products, electrical
and electronic equipment, assemblies & components, batteries, computer hardware and software,
printing, placement and Security help, warehousing and distribution, repair facilities, consumer credit
counseling agencies, banks, call centers, etc. Training: He has delivered public and on-site quality
management training to over 1000 students. Courses include ISO/TS -RAB approved Lead Auditor,
Internal Auditing, Implementation, Documentation, as well as customized ISO/TS courses, PPAP,
FMEA, APQP and Control Plans. Auditing: He has conducted over 100 third party registration and
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Education & professional certification: Pretesh Biswas has held IRCA certified Lead Auditor for ISO
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3 thoughts on “ISO 45001:2018 Clause

10 Improvement”
Satya
May 7, 2019 at 4:27 PM
Too Lengthy
Use Key words
 Like
 Reply
William Henry Jones

December 13, 2019 at 3:03 PM
In which iso 45001 clause will OH&S stats be addressed
 Like
 Reply
preteshbiswas
December 13, 2019 at 6:55 PM
clause 9.1
 Like
 Reply
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Pretesh Biswas
Qatar Design Consortium

Al Jabor Building, Al Kinan Street,
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Example of ISMS Risk Assessment
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IATF 16946:2016
IATF 16949:2016 Automotive Quality Management System
IATF 16949:2016 GAP ANALYSIS TOOLS
IATF 16949:2016 Product safety
IATF 16949:2016 Conformance of products and processes
IATF 16949:2016 Determining the Scope of the Quality Management System
IATF 16949:2016 Corporate responsibility
IATF 16949:2016 Process effectiveness and efficiency
IATF 16949:2016 Process owner
IATF 16949:2016 Organizational roles, responsibilities, and authorities

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Preteshbiswas Com 2019 05 06 Iso 450012018 Clause 10 Improve

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Preteshbiswas Com 2019 05 06 Iso 450012018 Clause 10 Improve

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ISO 45001:2018 Clause

2. Promotes a positive OH&S culture

3. Enhances OH&S performance

As per Annex A (Guidance on the use of ISO 45001:2018 standard) of

Outputs from management reviews, internal audits, and compliance and

Means of reporting including incidents to the right groups of workers and

The timescale of reporting

How the information is going to be recorded as documented information, for

Using workers to participate in investigations to determine root cause analysis

A structured system to prevent reoccurrence

Hierarchy of control measures to reduce risk as far as is reasonably practicable

Assessment of OH&S risks prior to the introduction of a corrective action to

10.2 Incident, nonconformity and corrective

As per Annex A (Guidance on the use of ISO 45001:2018 standard) of

Separate processes may exist for incident investigations and nonconformities

2. nonconformities: protective equipment not functioning properly; failure to

3. corrective actions: eliminating hazards; substituting with less hazardous

Incidents: near misses, injuries and ill-health, and damage to property or

Nonconformities: protective equipment not functioning properly; failure to

When an incident or nonconformity occurs, the organization must react in a timely

Investigating the incident or reviewing the nonconformity;

Finding out what caused the incident or nonconformity;

Decide on and implement any action needed, including corrective action, in

Examples of corrective actions (as indicated by the hierarchy of controls) include,

Substituting with less hazardous materials;

Redesigning or modifying equipment or tools;

Developing and implementing procedures or improving processes;

Improving the competency of affected workers;

Changing the frequency of use of equipment, etc.;

Using personal protective equipment.

Corrective actions should be appropriate to the effects or potential effects of the

The nature of the incidents that occurred or nonconformities encountered, and

The organization should communicate this documented information to relevant

Process Event Management System

The driver has conducted

Near Miss Report Card

Cones and tape are immediately placed

Workers located in the area provide

Risk assessment revised.

Following the risk assessment review

Communication The delivery driver (worker) is contacted Incident report sent to

Incident report worker

10.3 Continual improvement

As per Annex A (Guidance on the use of ISO 45001:2018 standard) of

2. good practices, both internal and external to the organization;

3. suggestions and recommendations from interested parties;

4. new knowledge and understanding of occupational health and safety-related

5. new or improved materials;

6. changes in worker capabilities or competence;

7. achieving improved performance with fewer resources (i.e. simplification,

The concept of continual improvement is embodied in all management systems

1. To initiate a change to the IMS.

2. To initiate improvement to the performance and effectiveness of the IMS.

3. When an innovation or improvement opportunity is identified.

4. When a non-conformance is identified at any time.

5. When a discrepancy, non-conformance or improvement is identified during

6. When a customer complaint or any significant customer feedback is received

Actions which an organization might take with a view to achieving continual

Enhancing OH&S performance;

Promoting a culture that provides support to the OHSMS;

Communicating the relevant results of continual improvement to workers, and

Maintaining and retaining documented information as evidence of continual

Published by Pretesh Biswas