Krishna Gopal Misra’s Post

To meet the requirements of Clause 9.1.1 - Monitoring, measurement, analysis, and performance evaluation in #ISO 45001:2018, #CARE (Culture and Risk Evaluation) can provide critical data that enhances the effectiveness of an Occupational Health and Safety Management System (OHSMS). 1. Culture Evaluation:   - Culture Impact: Our methodology allows organizations to conduct an in-depth evaluation of their safety culture. This tool helps identify gaps where safety practices may not align with the organization’s safety objectives, a key aspect when determining performance criteria as required by Clause 9.1.1(c). Without a strong culture, an OHSMS may become a "paper exercise" rather than a system that truly enhances safety performance.   - Key Indicators: Through Intactix, organizations can better understand the discrepancies between leading and lagging indicators. For instance, it can reveal when lagging indicators (like low incident rates) do not accurately reflect safety culture or proactive safety measures (leading indicators). This is essential for ensuring valid monitoring and measurement methods, as outlined in Clause 9.1.1(b). 2. Risk Evaluation with CARE:   - Comprehensive Risk Assessment: The CARE tool enables organizations to conduct detailed risk evaluations that go beyond mere compliance, focusing on the continual assessment and adaptation of risk management processes. This supports the determination of what needs to be monitored and measured and ensures that the methods used yield valid results, aligning with Clause 9.1.1(b).   - Proactive vs. Reactive Measures: CARE emphasizes both proactive (preventative) and reactive (post-incident) risk management. This dual approach allows organizations to evaluate OHSMS performance effectively, make necessary adjustments, and ensure continuous improvement, which is a core requirement under Clause 9.1.1. 3. Performance Evaluation and Continuous Improvement:   - Feedback Mechanisms with CARE: By using CARE, organizations establish continuous learning and feedback mechanisms from both culture and risk assessments. These insights are crucial for improving OHSMS performance evaluation criteria and ensuring the system evolves and remains effective.   - Critical Control Identification: CARE help identify and assess the effectiveness of critical controls associated with high-risk activities. This ensures that monitoring focuses on the most significant hazards, supporting the valid evaluation and communication of results as required by Clause 9.1.1(e). By integrating CARE into the OHSMS, an organization can enhance its monitoring and measurement processes, ensuring they are comprehensive and aligned with real-world safety conditions. This approach directly supports the requirements of ISO 45001:2018, leading to a more effective and resilient occupational health and safety management system. #SafetyCulture #RiskManagement #WorkplaceSafety #ISO45001 #HealthAndSafety #HighReliability

Safety isn't a checkbox—it's the natural outcome of a culture that values people and leadership that drives continuous improvement. Discover how embracing proactive risk management and innovative tools can transform your workplace into a safer, more resilient environment. Let's redefine what safety means in modern organizations. If you want to know more follow us on LinkedIn We are Intactix Systems Inc. #Performance #Transformation #HighReliability #PsychologicalSafety #SustainableWorkplaces

10 clauses of ISO 45001:2018 1. Scope: Defines the standard's purpose and specifies its applicability to organisations seeking to manage occupational health and safety risks. 2. Normative References: References other standards or documents necessary for understanding and applying ISO 45001, though none are specified in this standard. 3. Terms and Definitions: Provides key definitions and terminology used throughout the standard to ensure a common understanding. 4. Context of the Organisation: Identifies internal and external factors that can affect the OHSMS, including the needs and expectations of workers and other stakeholders. 5. Leadership and Worker Participation: Emphasizes the role of top management in demonstrating leadership and commitment to the OHSMS, and ensuring worker involvement in safety management. 6. Planning: Outlines the process for identifying risks and opportunities, establishing objectives, and planning actions to mitigate risks and achieve goals. 7. Support: Describes the resources, competence, awareness, communication, and documented information required to support the OHSMS. 8. Operation: Details the implementation and control of processes necessary to meet the OHSMS requirements, including emergency preparedness and response. 9. Performance Evaluation: Establishes the criteria for monitoring, measuring, analysing, and evaluating OHS performance, including internal audits and management reviews. 10. Improvement: Focuses on actions to continually improve the OHSMS, including responding to incidents, nonconformities, and taking corrective actions.

This paper (link in comments) illustrates the paradoxical evolution of Human Performance Improvement (HPI) tools. Emerging from 1990s research that attributed 80% of safety incidents to human error, HPI tools — risk assessments, Take 5, pre-start meetings, post-job reviews, site inspections, and external audits — were developed to enhance situational awareness and adaptive decision-making. The paper highlights how HPI tools have transformed from dynamic learning instruments into standardised procedural requirements, rendering risk management a Potemkin village. What once represented a nuanced, contextually intelligent approach to safety has deteriorated into a mechanical exercise of quantifiable checkboxes, dismantling the adaptive acumen fundamental to genuine risk comprehension. By prioritising numerical indicators over qualitative understanding, these standardised protocols ironically create systemic vulnerability, reducing complex safety ecosystems to sterile landscapes of illusory security. The authors argue that the routinisation of HPI tools has gradually privileged behavioural interventions over systemic safety improvements. The emphasis on observable behaviours overshadows important but intangible safety elements — technical expertise, informal problem-solving capabilities, and robust organisational systems — while creating a complex dynamic where managers must balance enforcement with supportive leadership. The pressure to demonstrate measurable results often leads to punitive approaches, fostering a blame culture that inhibits open communication. Moreover, HPI tools increasingly serve as performative metrics for external stakeholders, creating perverse incentives where their application becomes driven by career advancement rather than safety enhancement. The paper’s exploration of competing safety visions — Standardisation vs Adaptability — reveals a fundamental challenge in modern safety management. Can you design a safety framework that simultaneously constrains and liberates human behaviour? How do you create structure without suffocating adaptability, control without crushing creativity? The very mechanisms intended to reduce risk may, in their mechanical precision, introduce a more insidious vulnerability — the erosion of the human capacity to sense and respond to novel challenges. This tension manifests in how organisations deploy HPI tools, where easily measurable procedural adherence often eclipses the nuanced work of building organisational resilience. The insights from this paper invite organisations to confront the meaningful question: Have your HPI tools maintained their role as catalysts for authentic safety consciousness, or have they devolved into ritualistic processes that create an illusion of safety? Consider the widespread practice of tying KPIs to monthly hazard and near miss reporting quotas — an approach that often generates superficial observations.

Incorporating the Hearts and Minds approach in QHSE Management System can be highly effective in reducing incidents, enhancing compliance, and driving a strong, positive safety culture in any organization.It focuses on influencing attitudes, values, and behaviors to create a safety culture that prioritizes health and safety practices. Below shows the key functional areas it fits into the QHSE Management system. 1. Focus on People’s Attitudes and Behaviors The core idea is that safety is not just about procedures and rules, but about how people think and act. By influencing employees’ attitudes towards safety, the organization can foster behaviors that prevent incidents and improve safety performance. 2. Creating a Safety Culture The Hearts and Minds model seeks to create a proactive safety culture where employees feel personally responsible for their own safety and the safety of others. It encourages open communication about risks, and promotes shared responsibility across all levels of the organization. 3. Five Key Tools of the Hearts and Minds Program The program provides tools that help organizations influence safety culture. These include: Understanding your Culture: Helps assess the current safety culture. Managing Rule-Breaking: Addresses why people break safety rules and how to manage that. Improving Supervision: Focuses on developing supervisors to lead and influence safety. Assessing Risks: Encourages active engagement in identifying and mitigating risks. Making Change Last: Guides how to sustain cultural and behavioral change over time. 4. Stages of Safety Culture Development The Hearts and Minds concept emphasizes the idea that organizations go through various stages of safety culture maturity: Pathological: Safety is only a concern when things go wrong. Reactive: The organization reacts to safety issues after they occur. Calculative: Systems are in place to manage safety but the culture is compliance-driven. Proactive: The organization actively seeks to improve safety and prevent incidents. Generative: Safety is deeply embedded in the organization, and there is constant learning and improvement. 5. Engagement and Leadership A key part of the Hearts and Minds approach is engaging leadership to model safe behaviors and demonstrate a visible commitment to QHSE principles. Leadership plays a significant role in shaping the attitudes and behaviors of employees. 6. Employee Empowerment The program encourages empowering employees to take ownership of safety. Workers are given the authority to speak up about hazards and make safety-related decisions, leading to a more engaged workforce and a safer working environment. 7. Alignment with QHSE Systems Integrating the Hearts and Minds approach into a QHSE management system aligns with the overall goal of continuous improvement, risk management, and fostering a culture that values safety, quality, and environmental stewardship.

🌐 Just stumbled upon an article that delves deep into the world of risk assessment - an intriguing process that's akin to an intricate web, interlinking hazards, decisions, and communication. Here are some key takeaways and topics worth discussing: 🔍 Risk Assessment Defined: The article defines risk assessment as a systematic process of identifying, analyzing, and controlling hazards and risks. It's not just a compliance requirement but a crucial step towards ensuring the safety of employees and customers. 🌍 Legislative Requirements: Learning about the legal requirements for risk assessments in different countries sheds light on the scale and importance of this process. From OSHA in the US to the Health and Safety at Work Act in the UK, it's fascinating to see the gravity of hazard identification. 📝 Planning and Process: The article outlines the crucial planning elements for a successful risk assessment - scope, resources, personnel, and compliance. It highlights the importance of good planning as a foundation for effective risk assessment. 🔄 5 Steps of Risk Assessment: Understanding the step-by-step process of risk assessment is enlightening. From identifying hazards to evaluating risks and deciding on control measures, it's a meticulous journey towards workplace safety. 🛠️ Risk Assessment Tools: The discussion about various risk assessment tools and techniques is fascinating. It's like having an arsenal of methods to combat risks and make informed decisions. 📚 Training for Safety Culture: The emphasis on safety culture and the role of effective risk assessment training in achieving it is thought-provoking. It's not just about ticking off boxes but about empowering everyone to prioritize safety. 📱 Technology and Risk Assessment: Exploring how technology, like risk assessment software, streamlines the process and ensures comprehensive management of hazards and risks is eye-opening. It's about simplifying and optimizing the risk assessment journey. 💡How to use a Risk Matrix: The article's detailed insight into using a risk matrix to measure the severity and likelihood of injury due to hazards is akin to having a compass for navigating through risks. Unveiling the layers of risk assessment is indeed a fascinating journey. What are your thoughts on this? Share your insights and experiences in the comments below! Let's dive deeper into this web of risk assessment together. 🌐🗣️ https://lnkd.in/gnbenuAz

Mastering Safety Risk Management: The Second Pillar of Safety Management Systems (SMS) Safety Risk Management (SRM) is a vital component of Safety Management Systems (SMS) that focuses on the proactive identification, assessment, and mitigation of potential hazards. Building on the foundation of Safety Policy and Objectives, SRM involves various stakeholders, including safety managers, employees, top management, and regulatory bodies, to create a safer operational environment. This article delves into the primary functions of SRM, such as hazard identification, risk assessment, and risk mitigation, as well as supplementary focuses like continuous monitoring and incident reporting. It provides a comprehensive guide on drafting SRM procedures, effective training methods for employees, and the necessary steps for implementing and explaining this pillar. Additionally, the article discusses the connection between SRM and the third pillar, Safety Assurance, highlighting the importance of SRM in establishing a robust safety framework. By mastering SRM, organizations can ensure continuous safety improvement, prevent accidents and incidents, and foster a strong safety culture. For further reading, click on this link: Facebook Group https://lnkd.in/gKBAv4sF By : Jasmin Ishak Email : [email protected]

Real Results: How Effective Planning Transformed Compliance and Performance Sensortronic Weighing and Inspection Australasia use the Sherm Safety Management System. The Sherm Safety Management System is a comprehensive safety management software that we use to manage our health, safety, environmental, and risk management processes. It provides a centralised platform for managing safety documentation, incident reporting, risk assessments, safety inspections, and compliance requirements. The system includes features such as: 1. Incident reporting and investigation: Allows users to report and track incidents, near misses, and accidents. It also provides tools for conducting investigations and implementing corrective actions. 2. Risk management: Helps identify, assess, and mitigate risks associated with our operations. It includes tools for conducting risk assessments and developing risk mitigation strategies. 3. Safety inspections and audits: Enables us to schedule and conduct safety inspections and audits to ensure compliance with safety regulations and internal policies. 4. Training management: Tracks employee training and certification requirements, schedules training sessions, and manages training materials. 5. Compliance management: Helps to stay compliant with relevant health, safety, and environmental regulations by providing tools for tracking compliance requirements and deadlines. 6. Document management: Provides a centralised repository for storing safety-related documents, such as policies, procedures, and safety data sheets. Using Sherm has supported our WHSQ Management System attain certification to ISO45001 and ISO9001 within a 6 month timeframe. The support services provided are second to none and as a result of our compliance, as  company director, I feel relief in knowing that Sherm ensures we maintain our compliance requirements and actions to continuously improve our operations, safety culture and accountability within all levels of our operations across various service centres. Find out how Sherm can help you reach your performance targets. Visit our Planning and Performance module page! https://lnkd.in/g5ZQN26x

Risk management in projects and companies is the process of analyzing, evaluating, and responding to the risks that the project or company may face. Risk management aims to identify potential risks, determine their impact on the objectives of the project or company, and develop strategies to reduce the negative impact of risks and increase the chances of success. These risks also include the human factor. The human factor is considered one of the most dangerous elements and risks in the workplace, which the human resources department plays an essential role in managing, as it takes measures to identify, evaluate and manage these risks. These measures include monitoring occupational safety and health, training employees to deal with risks, providing awareness and guidance when exposed to work risks, and providing the necessary equipment to protect employees. The field of human resources can also play a role in designing, implementing and monitoring occupational safety and health policies; This is through: 1. Developing occupational safety and health policies and procedures: The Human Resources Department cooperates with the company’s management with the aim of ensuring the provision of a safe and healthy work environment for employees. 2. Awareness and training: The human resources department must provide awareness and continuous training to employees to introduce them to occupational risks and ways to deal with them. 3. Risk assessment and management. 4. Monitoring Compliance: It is the responsibility of the Human Resources Department to ensure that employees and the company continuously comply with professional policies. A system must be implemented to continuously monitor and evaluate compliance and take necessary actions for improvement. 5. Cooperation with external parties: Implementing occupational safety and health policies may require cooperation with external parties such as inspectors, external consultants, and local institutions concerned with safety. In short, the HR department can play a vital role in designing, implementing and monitoring occupational safety and health policies that are part of the risks that must be managed, through awareness, training, risk management, compliance monitoring and collaboration with relevant external parties.

Comprehensive Guide to Safety Risk Management (SRM) in Safety Management Systems (SMS) Safety Risk Management (SRM) is a critical component of Safety Management Systems (SMS), designed to proactively enhance workplace safety by systematically managing potential hazards. This process begins with the thorough identification of hazards through inspections, audits, and employee feedback. Once identified, risks are evaluated based on severity and likelihood using a structured risk matrix to prioritize management efforts. Control measures ranging from elimination to the implementation of protective equipment are then applied to mitigate risks. Effective communication ensures all stakeholders are informed and engaged in the safety protocols, while ongoing monitoring and periodic reviews guarantee the adaptation and continuous improvement of safety practices. This structured approach not only mitigates risks but significantly boosts overall safety performance, aligning with regulatory requirements and industry standards. For a detailed guide on SRM implementation, visit https://shorturl.at/aBCFR.