Presentation on Integrating Management Systems

1. Presentation on Integrating Management Systems www.imsrisksolutions.co.uk

2. Derived from ISO 14001 “the organizational structure, responsibilities, practices, processes and resources for developing, implementing, achieving, reviewing and maintaining the IMS Policy” What is an Integrated Management System ?

3. Why Should There be an Integrated Management System? Need for a common system to ensure: • business focus • common purpose • simplicity of approach • no duplication of formal systems • minimal bureaucracy • less risk of conflict

4. Benefits of this IMS Approach Provides a framework for a holistic management system that can embrace all the processes and elements that need to be controlled by the organization.

5. What Areas Does an Organization Need to Manage? It depends on scope and nature of activities, complexity and size but typically: • product/service realization • customer satisfaction • supply chain • occupational health and safety • environmental management • security • people issues • finance

6. Options Considered By ISO

7. Integration or Alignment CORE CORE CORE CORE E OH&S Q E OH&S Q

10. Key Elements of ISO 9001:2000

11. ISO 9001:2000 Main Elements 4 Quality Management System 5 Management Responsibility 6 Resource Management 7 Product Realization 8 Measurement, Analysis and Improvement

12. Quality Management Process Model Continual improvement of the quality management system Management responsibility Customer Customer Measurement, analysis and improvement Satisfaction Resource Management Requirements output input Product realization Product

13. Process Approach • For an organization to function effectively it has to identify and manage numerous linked activities • An activity using resources, managed in order to enable transformation of inputs into outputs, can be considered as a process • Often the output from one process forms part of the input to another process

14. Basic Process Model MANAGEMENT INPUT OUTPUT ACTIVITIES ENABLERS = CUSTOMER SATISFACTION

15. Requirements of - ISO 14001 Figure 1 from ISO 14001 Continual Improvement Environmental Policy Management Review Planning Checking & Corrective Action Implementation & Operation

16. Cradle to Grave EMISSIONS Extraction Transport Manufact. Delivery Use Mainten. Disposal Service IMPACT & WASTE

17. IMS LA Issue 1. July 2001. Developed in association with MacGregor Associates Ltd.

19. OHSAS 18001  This is a specification - a “shall” document that is not a standard It is certifiable It is not accredited All the major certification bodies have adopted it and certification is going ahead world-wide.   

20. OHSAS 18001 Continual Improvement (Initial Status Review) Management Review OH&S Policy Checking & Corrective Action Planning Implementation & Operation

21. Risk Assessment Definition of Hazard: - A source or a situation with potential for harm in terms of human injury or ill-health, damage to property, damage to the environment, or a combination of these. Definition of Risk: - The combination of the likelihood and consequences of a specified hazardous event occurring.

22. Hazard- “A source or a situation with a potential for harm...” Risk- “The combination of the likelihood and consequence of a specified hazardous event” Within IMS Hazard = Aspect Risk = Impact Definitions: ‘Hazard’ and ‘Risk’ - OHSAS 18001

23. In an Ideal World Integrated Management Systems Standards would: • Be generically applicable world-wide • Use common terminology • Use the same definitions for similar terms • Use a common methodology - where this is possible • Have a common architecture • Allow a consistent auditing approach • Facilitate ease of use for those adopting them

24. ISO Guide 72 Approach • Policy • Planning • Implementation and Operation • Performance Assessment • Improvement • Management Review

26. The Need for Integration Guidance • Reactive to pro-active management • Standards for OH&S, quality & environmental management - contrast, e.g., risk management, fire and security • Controversy • Organizations should in any event now be considering the development of an IMS

27. The Case for an IMS • Cost-effective; facilitates decision-making • More rewarding careers • Objectives/processes of management systems very similar • Avoidance of duplication • Reduce chance of resolving one problem but creating another • Easier development of Standard Operating Procedures for OH&S and Environment Protection (EP)

28. Policy Top management should ensure that the stated policy a) is appropriate to the organization b) includes a commitment to comply with all relevant requirements and continually to improve the effectiveness of the management system c) provides a framework for establishing and reviewing objectives d) is communicated, where appropriate, and is understood within the organization, and e) is reviewed for continuing suitability

29. Planning • Identification of aspects and risks • Selection of significant aspects to be addressed • Objectives and targets • Identification of resources • Identification of organizational structures, roles, responsibilities and authorities • Planning of operational control • Contingency preparedness for foreseeable events

30. Planning Key areas of planning that are distinct: 2.1 The organization should establish a process for identifying those aspects of its operation which need to be controlled and/or improved in order to satisfy the relevant interested party(ies). This includes research and design Where appropriate, legal requirements should be identified 2.2 The organization should establish a process for prioritising its aspects, so that those that would have a significant impact are readily identified for control measures where this is appropriate. 2.7 The organization should establish and maintain a process for identifying and responding to any potential emergency situation. The process should seek to prevent and mitigate the consequences of any occurrence.

31. Implementation and Operation 3.1 Operation 3.2 Management of Human Resources 3.3 Management of other resources 3.4 Documentation and its control 3.5 Communication 3.6 Relationship with suppliers/contractors

32. CONTROL - is there an adequate structure? CO-OPERATION - are there adequate arrangements? COMMUNICATIONS - are the arrangements effective? COMPETENCE - are the systems and competencies available? Key Issues for the IMS to be Effective HSE - 1995

33. Clear definition of responsibilities: include in job descriptions authority and resources arrangements: accountability reporting arrangements: clear and unambiguous where personal appraisal: include IMS performance Senior managers should demonstrate commitment by active involvement Structure & Responsibilities

35. In considering a conclusion to the presentation it became apparent that a closing argument for integration isn’t needed. Integration clearly speaks for itself. To manage your organisational risks with a resilient management system you must integrate. Conclusion

36. The evidence from Corporate Europe today is Integration = Resilience www.imsrisksolutions.co.uk