JUNE 2019 CERTIFICATION
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legal framework with global
applicability, and, without such
a legal register, we would clearly
struggle to implement the
standard. So, we commissioned
Make Business to create one.”
This was a complex task,
as the challenge for Make
Business was to coordinate
consultants from 25 countries
with partner organisation TOP
Consultants, ensuring they all
fully understood the brief of
the framework and could then
import detailed information
accurately into one source, to
be presented back to Fujitsu.
For Head, the appointment
of Make Business to compile
a legal register was a natural
fi t. “We considered various
global partners and, after
due diligence, chose Make
Business,” he says. “Their
international OH&S trackrecord
makes them a partner
in whom we could trust to
push boundaries and challenge
accepted norms and restrictions
when working globally.”
Crossing
continents
Beyond
documenting
this necessary
legal register,
Make Business’
biggest challenge
adoption of the standard at all
Fujitsu sites globally.
“We expected there to
be diff erences,” says Head.
“However, we were surprised
at how little OS&H travels
across borders and how far we
are from a global – or even a
European – profession. This
fragmentation framed a major
task to create consistency.”
The resulting Fujitsu change
programme includes:
Development and promotion
of health and safety as a core
leadership value and critical
dimension of business strategy.
Modular training for all
employees in the Europe,
Middle East, India and Africa (EMEIA) region,
overcoming language, cultural and legal barriers
and establishing a single set of workforce-wide
behaviours. The programme connects with
employees and aligns with ‘The Fujitsu Way’, the
fi rm’s global ethical culture for doing business.
Comprehensive international legal register
spanning over 30 EMEIA countries alone.
ISO 45001 standard management system
implemented to create a truly international
OH&S platform.
The challenge (game-based learning),
which helped cross borders; take-up, along
with feedback, has been excellent.
Success gained through expertly
managed change
A number of key decisions were made in order
to provide consistency and ensure that all
business units across the globe used the same
terms and languages. Fujitsu chose to use the
language contained within the ISO standards,
for example using ‘worker’ instead of ‘employee’
and ‘organisation’ instead of ‘employer’. In
using these standardised key terms, everyone
at Fujitsu shared the same understanding – this
collective way of working across
the entire business, even those
“Undoubtedly, 45001 raises
work, we have built a fantastic model.”
For Fujitsu, as one of the fi rst global
technology businesses to achieve ISO 45001,
the programme has generated substantial
reputational value. By fulfi lling the standard’s
goal of aligning OH&S management systems
and business strategy, the value runs to the
heart of the business, supply chain and its
sustainable competitive advantage.
www.manufacturingmanagement.co.uk
Fujitsu received
45001 training
in line with its
‘Fujitsu Way’
was to help Fujitsu
achieve organisational
culture change to ensure active
was particularly important with the global rollout
of the programme.
Careful consideration of the language
and its interpretation was crucial,
however. Adopting 45001-focused
language set the company-wide
standard and enabled the
organisation to work towards
best practice, creating a
business units operating in
diff erent countries.
the bar on 18001,” concludes
Cooke. “It integrates ethos,
strategy and cross-organisational
leadership with traditional H&S
concerns and adds verifi able process to
principle. Applying it with dedication and hard
“We were surprised at
how little OS&H travels
across borders”
Simon Head, head of health & safety, Fujitsu
/www.manufacturingmanagement.co.uk