Performance evaluation should be used to check that the intended OH&S results line up with the business plans and the results the business intends; better OH&S performance can in turn inform other business processes, as when identifying ergonomic hazards improves quality, productivity and delivery. Where practicable it should integrate OH&S monitoring into business processes and systems, and should consider making monitoring and measurement of business processes part of the responsibilities of managers at every level. Examples of integration include: assessing potential unintended consequences and impacts on other business areas when selecting evaluation processes and indicators; integrating OH&S inspections and internal audits with other management systems such as quality, environment or energy; the same investigation method for incidents whether they affect OH&S, the environment or quality; equipment damage reports that include OH&S and environmental impacts; aligned performance evaluation and corrective action across management systems; culture surveys covering psychosocial factors and well-being that also inform quality, environment, productivity and retention; OH&S equipment inside the general calibration programme; worker exposure monitoring integrated with indoor air quality monitoring; and procurement, contractor and supplier evaluation that weighs cost, quality, productivity and OH&S together. Organizations that meet several ISO management system standards can readily integrate the processes those standards share.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.