following is the question regarding reading a case study and answer the activity under the eyes of clause 4.1

pictures are attached below, kindly solve to context please. (please use case study to answer the question)

below is the case study

below are the clause

NOTE: Use operational Health and Safety Knowledge of Auditor

Activity 3: Case study - Familiarisation tour OBJECTIVE To gather information required to assist in understanding the organisation's context. TASK This activity is based on the case study organisation. In preparation for the audit of their OHSMS, you will participate in a familiarisation tour. In your groups 1. Consider the summary information given in the case study by your trainer and review any other relevant information 2. In your team identify potential external and internal issues relevant to the case study organisation 3. Record your results in the table in your Activities Workbook St Hilary's Private Hospital is owned and operated by Health is Us, the country's largest private hospital group. It operates 49 hospitals (3,600 hospital bedo) and represents greater than 15% of the national private hospital Industry. Health is Us supports the concept that quality health care and profitability are compatible. The higher the quality of service, the greater the trust of the patient and the referring practitioner. The higher than average occupancy levels of Health is Us hospitals are testimony to this philosophy. St Hilary's is a fully accredited 65-bed surgical hospital that serves the people of the northwest. It provides a dedicated day surgery and 10 operating theatres supported by 25-bed long stay ward, 6 close observation beds and rehabilitation facilities. The hospital also includes alied health services such as physiotherapy, occupational therapy, radiology, pathology and pharmacy. MISSION The mission of St Hilary's is to offer a service of excellence in health care to their clients. Here is their mission statement "St Hilary's Private Hospital holds the values of knowing our clients, involving our staff and providing quality in everything we do. We aim to provide leadership in the development of innovative, cost-effective services, skilled staff whose competencies reflect contemporary practice with facilities and equipment suitable to the service required . . . SERVICES OFFERED St Hilary's offers its clients a variety of services including: Surgical theatres Day surgery Short Stay Unit Emergency Care Centre Specialist services include: Specialist knee surgery Specialist hand surgery Orthopaedic Lumber specialist surgery Ear, nose throat surgery . . . Alled health services include: Physiotherapy Occupational therapy Radiology/X-ray Pathology Pharmacy . . . . . Plastic surgery Oral Surgery . St Hilary's also has its own laundry, food services (which includes a ki a kitchen),cleaners, maintenance department and biomedical engineering organization and its context An understanding of the context of an organization is used to establish, implement, maintain and continually improve its OH&S management system. Internal and external issues can be positive or negative and include conditions, characteristics or changing circumstances that can affect the OH&S management system, for example: a) external issues, such as: 1) the cultural, social, political, legal, financial, technological, economic and natural surroundings and market competition, whether international, national, regional or local; 2) Introduction of new competitors, contractors, subcontractors, suppliers, partners and providers, new technologies, new laws and the emergence of new occupations; 3) new knowledge on products and their effect on health and safety: 4) key drivers and trends relevant to the industry or sector having impact on the organization; 5) relationships with, as well as perceptions and values of, its external interested parties; 6) changes in relation to any of the above; b) internal issues, such as: 1) governance, organizational structure, roles and accountabilities; 2) policies, objectives and the strategies that are in place to achieve them; 3) the capabilities, understood in terms of resources, knowledge and competence (e.g. capital, time, human resources, processes, systems and technologies); 4) Information systems, information flows and decision-making processes (both formal and informal); 5) introduction of new products, materials, services, tools, software, premises and equipment; 6) relationships with, as well as perceptions and values of, workers; 7) the culture in the organization; 8) standards, guidelines and models adopted by the organization; 9) the form and extent of contractual relationships, including, for example, outsourced activities; 10) working time arrangements; 11) working conditions; 12) changes in relation to any of the above