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1、BRITISH STANDARD BS 8800:1996 Guide to Occupational health and safety management systems ICS 13.100 Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:47:01 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 8800:1996 This British Standard, having been prepared under
2、 the direction of the Health and Environment Sector Board, was published under the authority of the Standards Board and comes into effect on 15 May 1996 BSI 05-2000 The following BSI references relate to the work on this standard: Committee reference HS/1 Draft for comment 94/408875 DC ISBN 0 580 25
3、859 9 Committees responsible for this British Standard The preparation of this British Standard was entrusted to Technical Committee HS/1, Occupational health and safety management, upon which the following bodies were represented: AEA Technology Association of British Certification Bodies Associati
4、on of British Insurers Association of Consulting Engineers BEAMA Ltd. British Cable Makers Confederation British Gas plc British Iron b) improve business performance; and c) assist organizations to establish a responsible image within the marketplace. This standard shares common management system pr
5、inciples with the BS EN ISO 9000 “Quality management” series and the BS EN ISO 14000 series/BS 7750 “Environmental management” standards, but these are NOT prerequisites for operation to this guide. This standard is compatible with: The Health The Health BS EN ISO 14001: Environmental Management Sys
6、tems HSC/HSE OH several parties that can have a legitimate interest in an organizations approach to OH customers/clients/suppliers; the community; shareholders; contractors; insurers; as well as the enforcement agencies. These interests need to be recognized. The importance of managing OH planning a
7、nd implementing (Annex C); risk assessment (Annex D), measuring performance (Annex E) and audit (Annex F) that are needed for an effective occupational health and safety management system. Small organizations need to appreciate that, while the general principles discussed in the annexes apply to all
8、 organizations, they will have to be selective as to the aspects that apply immediately to them. Small organizations first need to ensure that they meet legal requirements before aiming for continual improvement over time. NOTELists provided in this guide are not intended to be definitive or exhaust
9、ive. 1 Scope This British Standard gives guidance on: a) the development of occupational health and safety (OH b) the links with other management systems standards. The guide is designed for use by organizations of all sizes and regardless of the nature of their activities. It is intended that its a
10、pplication will be proportional to the circumstances and needs of the particular organization. This British Standard does not itself lay down OH b) existing guidance on OH c) best practice and performance in the organizations employment sector and other appropriate sectors (e.g. from relevant HSC in
11、dustry advisory committees and trade association guidelines); d) efficiency and effectiveness of existing resources devoted to OH b) achieving a high level of OH c) provide adequate and appropriate resources to implement the policy; d) the setting and publishing of OH e) place the management of OH f
12、) ensure its understanding, implementation and maintenance at all levels in the organization; g) employee involvement and consultation to gain commitment to the policy and its implementation; h) periodic review of the policy, the management system and audit of compliance to policy; i) ensure that em
13、ployees at all levels receive appropriate training and are competent to carry out their duties and responsibilities. 4.2 Organizing 4.2.1 Responsibilities Ultimate responsibility for occupational health and safety rests with top management. Here, best practice is to allocate to a person at the most
14、senior management level (e.g. in a large organization, a Board or executive committee member) particular responsibility for ensuring that the OH b) aware of their responsibility for the health and safety of people who may be affected by the activities they control, e.g. contractors and public; c) aw
15、are of the influence that their action or inaction can have on the effectiveness of the OH b) define the allocation of responsibilities and accountabilities in the management structure; c) ensure people have the necessary authority to carry out their responsibilities; d) allocate adequate resources
16、commensurate with its size and nature; e) identify the competencies required, at all levels within the organization, and organize any necessary training; f) make arrangements for the effective and, where appropriate, open communication of OH g) make effective arrangements for the provision of specia
17、list advice and services; Based on the HS(G)65 approachBased on the HS(G)65 approach Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:47:01 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 8800:1996 BSI 05-20005 h) make effective arrangements for employee involve
18、ment, and consultation where appropriate. 4.2.3 OH b) operational plans to implement arrangements to control the risks identified in 4.3.2 and to meet the requirements identified in 4.3.3; c) contingency plans for foreseeable emergencies and to mitigate their effects; d) planning for organizational
19、activities covered in 4.2.2; e) planning for measuring performance, audits and status reviews (see 4.4, 4.5 and 4.6); f) implementing corrective actions shown to be necessary. 4.4 Measuring performance Performance measurement is a key way to provide information on the effectiveness of the OH b) reac
20、tive measures of performance that monitor accidents, near misses, ill-health, incidents and other historical evidence of deficient health and safety performance. Where deficiencies are found, root causes should be identified and corrective action taken. Based on the HS(G)65 approachBased on the HS(G
21、)65 approach Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:47:01 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 8800:1996 6 BSI 05-2000 . 4.5 Audit In addition to routine monitoring of occupational health and safety performance, there will be a need for peri
22、odic audits that enable a deeper and more critical appraisal of all the elements of the OH b) the performance of individual elements of the system; c) the findings of audits; d) internal and external factors, such as changes in organizational structure, legislation pending, introduction of new techn
23、ology, etc., and identify what action is necessary to remedy any deficiencies. The OH b) existing guidance on OH c) best practice and performance in the organizations employment sector and other appropriate sectors (e.g. from relevant HSC industry advisory committees and trade association guidelines
24、); d) efficiency and effectiveness of existing resources devoted to OH b) achieving a high level of OH c) provide adequate and appropriate resources to implement the policy; Based on the BS EN ISO 140001 approach Based on the BS EN ISO 140001 approach Figure 1 Elements of successful health e) place
25、the management of OH f) ensure its understanding, implementation and maintenance at all levels in the organization; g) employee involvement and consultation to gain commitment to the policy and its implementation; h) periodic review of the policy, the management system and audit of compliance to pol
26、icy; i) ensure that employees at all levels receive appropriate training and are competent to carry out their duties and responsibilities. 4.2 Planning 4.2.1 General It is important that success or failure of the planned activity can be clearly seen. This involves identifying OH b) have or have acce
27、ss to sufficient OH c) operational plans to implement arrangements to control risks identified in 4.2.2 and to meet the requirements identified in 4.2.3; d) planning for operational control activities covered in 4.3.6; e) planning for performance measurement, corrective action, audits and management
28、 reviews (see 4.4.1, 4.4.2, 4.4.4 and 4.5); f) implementing corrective actions shown to be necessary. 4.3 Implementation and operation 4.3.1 Structure and responsibility Ultimate responsibility for occupational health and safety rests with top management. Here, best practice is to allocate to a pers
29、on at the most senior management level (e.g. in a large organization, a Board or executive committee member) particular responsibility for ensuring that the OH b) aware of their responsibility for the health and safety of people who may be affected by the activities they control, e.g. contractors, p
30、ublic; c) aware of the influence that their action or inaction can have on the effectiveness of the OH b) the provision of specialist advice and services; c) employee involvement and consultation. 4.3.4 OH b) ensure people have the necessary authority to carry out their responsibilities; c) allocate
31、 adequate resources commensurate with its size and nature. 4.3.7 Emergency preparedness and response An organization should make arrangements to establish contingency plans for foreseeable emergencies and to mitigate their effects. 4.4 Checking and corrective action 4.4.1 Monitoring and measurement
32、Performance measurement is a key way to provide information on the effectiveness of the OH b) reactive measures of performance that monitor accidents, near misses, ill-health, incidents and other historical evidence of deficient health and safety performance. 4.4.2 Corrective action Where deficienci
33、es are found, root causes should be identified and corrective action taken. 4.4.3 Records The organization should maintain any records necessary to demonstrate compliance with legal and other requirements. 4.4.4 Audit In addition to routine monitoring of occupational health and safety performance, t
34、here will be a need for periodic audits that enable a deeper and more critical appraisal of all the elements of the OH b) the performance of individual elements of the system; c) the findings of audits; d) internal and external factors, such as changes in organizational structure, legislation pendin
35、g, the introduction of new technology, etc., and identify what action is necessary to remedy any deficiencies. The health and safety management system should be designed to accommodate or adapt to internal and external factors. The management review also provides an opportunity to take a forward loo
36、k. The information in a) to d) above can be used by the organization to improve the organizations proactive approach to minimizing risk, and improve business performance. Based on the BS EN ISO 140001 approach Based on the BS EN ISO 140001 approach Licensed Copy: London South Bank University, London
37、 South Bank University, Fri Dec 08 00:47:01 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 8800:1996 BSI 05-20007 Annex A (informative) Links to BS EN ISO 9001:1994 Quality management systems The basic principles of management are common irrespective of the activity being managed, be it quality, envi
38、ronment, health and safety or other organizational activities. Some organizations may see benefits in having an integrated management system, whereas others may prefer to adopt different systems based on the same management principles. Table A.1 shows, in matrix form, the links between this guide an
39、d BS EN ISO 9001 for those operating or planning to operate to the international quality management system standard and who wish to integrate occupational health and safety into their overall management system. The links are illustrated for information only as this guide has not been produced for th
40、e purpose of certification. Table A.1 Links to BS EN ISO 9001:1994 (superseded BS 5750-1:1987) BS EN ISO 9001 subclauseSubclause in this guide HS(G)65 approach44.0.24.14.2.1 4.2.2 4.2.3 4.34.44.54.6 BS EN ISO 14001 approach 44.0.24.14.3.1 4.3.2 4.3.5 4.24.44.4.4 4.5 4.1 Management responsibility*/*
41、4.2 Quality system*/* 4.3 Contract review/* 4.4 Design control/* 4.5 Document and data control/* 4.6 Purchasing/* 4.7 Control of customer-supplied product/* 4.8 Product identification and traceability/* 4.9 Process control/* 4.10 Inspection / represents a subclause having no counterpart in BS EN ISO
42、 9001. Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:47:01 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 8800:1996 8 BSI 05-2000 Annex B (informative) Organizing B.1 Introduction This annex provides guidance on the allocation of responsibilities and the org
43、anization of people, resources, communications and documentation to define and implement policy and effectively manage OH b) management system; c) technology used; d) hazards encountered; e) staff competence; f) resources; g) past experience of OH h) OH i) attitudes to risk; j) attitudes to OH b) wi
44、de variations in OH c) duplication of effort and waste of resources are avoided; d) OH e) different employers sharing a workplace co- operate; f) artificial barriers and unnecessary conflicts are avoided; g) any decisions made take into account the knock-on OH h) OH b) managers, OH c) OH d) OH b) al
45、l personnel should be given the authority and resources (including time) necessary to carry out their responsibilities; c) appropriate arrangements should exist whereby people are held accountable for discharging their responsibilities; d) reporting relationships should be clear and unambiguous; e)
46、where personal appraisal systems exist, OH b) provision of any training identified as being necessary in a timely and systematic manner; c) assessment of individuals to ensure that they have acquired and maintain the knowledge and skills necessary for the level of competence required; d) the mainten
47、ance of appropriate training/skills records. B.5.3 Elements in organizational training programmes All organizations should ensure that the following elements are included in training programmes: a) an understanding of the organizations OH b) a systematic programme of induction and on- going training
48、 for employees and those who transfer between divisions, sites, departments, areas, jobs or tasks in the organization. The training should include the local OH the hazards, risks, precautions and procedures of work to be undertaken, before work commences; c) a means to ensure that the training has b
49、een effective; d) training for all individuals who manage staff, contractors and others, e.g. temporary workers, in their responsibilities. They should subsequently understand the hazards and risks of the operations for which they are responsible, the competencies necessary to carry out the activities safely and the need to ensure that safe working procedures are followed by personnel under their control; e) training in risk assessment and control techniques for designers, maintenance personnel and those responsible for the development of the process or working
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