Integrated management

A management system that integrates all of your systems and processes into one complete framework, enabling you to work as a single unit with unified objectives.

Integrated management provides a clear picture of all aspects of your organization, how they affect each other and their associated risks. It also means less duplication and makes it easier to adopt new systems in the future. An integrated management system is aimed at organizations with a single management system which incorporate two or more management system standards (for example, ISO 9001 Quality Management and ISO 14001 Environmental Management) and comply with PAS 99 Integrated Management. To successfully achieve integrated management systems certification, you will need to demonstrate that you have one management system that encompasses all existing management systems standards into one structure. Key benefits:

Encourages risk management Gives you a competitive edge Attracts investment Improves and protects brand reputation Raises stakeholder perception and satisfaction

Before you get started, you should assess your organization's ability to integrate, considering the following areas in advance:

The extent to which integration should occur The political and cultural situation within your company The levels of competence necessary Legal and other regulatory requirements Clear objectives for the integration project

Find out more about PAS 99 Integrated Management. Get in touch with your local office to find out more.

Quality, the environment, and health and safety are all unified by the concept of risk. Using three separate management systems within one organization is clearly time-consuming expensive and inefficient. By integrating your management systems, you can minimize duplication align your objectives and reduce costs. An integrated management system (IMS) describes several previously separate management systems grouped together to form a single system. For example, it could combine ISO 9001:2000 (quality)certification with ISO 14001 (environment) certification. A management system is integrated when at least two out of three possible systems (quality, environment and health and safety) are integrated. The different possibilities are:

Quality + Environment Quality + Health & Safety Environment + Health & Safety Quality + Environment + Health & Safety

The aim of an integrated system is to streamline processes even further and avoid duplication. However, just because a system is integrated does not mean less attention is paid to auditing individual systems. The system must conform to the requirements of the individual standards, in order to maintain a high level of credibility and effectiveness. Implementing Integrated Management System (IMS) requires preparing integrated QMS/EMS/OHSAS Manual and documenting procedures required by ISO 9000 / ISO 14000 and OHSAS 18000 standards. ISOhelpline Documentation Do-It-Yourself Kit helps to make these documents in minutes instead of months. Our ready to use manuals require minimum changes and are easy to customise.
What is an integrated management system? DH In a pure sense there is no such thing as an integrated management system as it suggests that we can have disintegrated management systems. Although companies have a management system or in other words, a system for managing the business, it was not until we started to formalize this system using standards such as ISO 9000 and ISO 14000 that it began to take shape as several different systems. In the old days when things didn't work the way we expected and there was no one to blame we blamed the system. I cannot recall ever referring to it as any particular kind of system or even hinting that there was more than one. Are there other factors which make a management system necessary DH. Oh yes. Complexity is one very good reason to formalize. Others are high staff turnover, high number of operating sites, variations in market conditions, or just simply the variety of the products or services offered. One product, one customer, no suppliers, one person businesses do not need to formalize their systems, although I would expect opinions to vary on this one.

IMS Policy
Sensient Fragrances, apart from complying with the Corporations general policy, is committed to having the necessary technical and human resources at its disposal to analyse and improve our processes and/or procedures in the different areas, in order to achieve our aims and objectives, which are the following: To promote and develop a good working relationship with our customers to be able to discover, identify, solve and improve any problem that may arise from this relationship. In this way, we can ensure good communication with them in order to identify their needs, and measure their satisfaction in an effective way. To provide top quality products which satisfy the necessities and expectations of our customers regarding quality, characteristics, reliability and safety at an adequate market price. To fulfil the current legislation and other requirements that affect our activity and our products, caring for our workers health and safety, and respecting the environment. To identify, analyse and evaluate our processes and/or procedures and/or risks, in order to detect any deviations and/or non-conformities and, if discovered, apply the necessary corrective and/or preventive actions to reduce their appearance and/or impact. To identify training needs, making sure they are sufficient and adequate at every level within the organisation, providing the necessary resources. To work in co-operation with our approved suppliers to make sure their products comply with our quality standards, environmental and safety requirements. To take the necessary measures in order to prevent pollution, to preserve and use the required raw materials in a rational manner for our operations and implement an adequate Emergency Plan and procedures. Sensient Fragrances is aware that the nature of its activity could cause serious accidents to employees, contractors, visitors, its facilities and the environment. Therefore, the company is committed to reducing the risks associated with these dangers to the lowest level possible. Sensient Fragrances guarantees the prevention and control of accident hazards by developing and monitoring procedures that directly affect the organisation and training of personnel, identifying and evaluation these risks, controlling the facilities and equipment, adapting to changes, planning prior to emergency situations, monitoring our objectives, Audits (internal and external) and reviews of these procedures. To guarantee the continuous improvement of Management Integrated System (M.I.S.) in order to reach the highest effectiveness of our processes and/or procedures. To control the fulfilment of M.I.S. requirements through Internal and/or External Audits, or any other appropriate procedure to achieve this aim. To develop and maintain precise and up-to-date communication systems (internal and external) regarding M.I.S. Sensient Fragrances is committed to informing all its employees and collaborators of this policy, and it is at their disposal should they request it. This policy is non-confidential.

Portrait of Best-In-Class Quality Management

Every manufacturer talks a good "quality" game, but for some the ability to consistently match and exceed customer expectations seems too difficult and expensive a concept to pursue. And yet, according to analyst firm Aberdeen Group, best-in-class manufacturers are not only able to produce higher quality products while increasing customer satisfaction, but they're doing this while investing less in both cost of good quality as well as cost of poor quality. The difference between "good" and "poor" quality is measured by how much it costs to conform (or not conform) to customer requirements in product and processes. Based on a recent survey of senior manufacturing executives, the Aberdeen report indicates that "the top strategic action taken to address the market pressures around the cost of quality is to create and improve visibility and control over quality processes across the manufacturing operation and the supply chain." This action, the report states, is taken by 55% of best-in-class manufacturers, and 52% of all other respondents. One of the surest paths to best-in-class status, Aberdeen asserts, is the adoption of an enterprise quality management system (QMS), which offers companies the ability to define common goals, objectives and metrics to measure performance across the supply chain. 88% of companies defined as best-in-class reportedly have or are implementing a QMS at the enterprise level. The accompanying PACE (pressures, actions, capabilities and enablers) chart illustrates how manufacturers can progress from identifying a problem to focusing on a solution, and as a result become best-in-class themselves. Pressures

Need to ensure customer satisfaction Need to reduce the cost of quality

Actions

Create/improve visibility and control into quality processes across manufacturing operations and supplier networks Minimize scrap, rework and returned materials Build in complete product and process traceability into production process Create/improve communication and collaboration across engineering, procurement, manufacturing and distribution

Capabilities

Standardized processes for responding to adverse events across the enterprise Dynamically update quality business processes as best practices emerge Cross-functional continuous improvement teams are focused on improving enterprise quality processes Monitor adverse events in real-time Automated data collection from across manufacturing operations

Operational metrics are linked with financial metrics

Enablers

Document management Traceability Statistical process control (SPC) Dashboards NC/CAPA (non-conformance and corrective & preventive action) Automated product quality planning Failure mode and effects analysis (FMEA)

INTEGRATED SAFETY MANAGEMENT PROGRAM

Objectives, Safety Management Functions, and Guiding Principles
2.1.1 Objectives
Sandia is committed to performing work safely and ensuring the protection of Members of the Workforce, the public, and the environment. The ISMS D includes a broad definition of safety and efforts that have been made to incorporate ES&H in all aspects of the ISMS. ES&H programs provide guidance within the frame work of ISMS and are described in this section. ES&H performance at Sandia is based upon the five Safety Management core functions and the seven guiding principles of ISMS. The ES&H Policy, CPSR400.1, states Sandias commitment to protect and preserve the environment and to ensure the safety and health of its employees, contractors, visitors, and the public; while maintaining the corporate vision and mission. As part of its mission, Sandia has adopted three ES&H principles: l All employees take responsibility and are accountable for improving the work environment and ES&H performance at Sandia.

An unwavering belief that job-related injuries, illnesses, and environmental incidents are avoidable and unacceptable. l Each employee is accountable for minimizing the impact on the environment in their communities. Additionally, Sandias ES&H Performance Excellence Objectives are to create a work environment that strives for: l Zero job-related injuries and illnesses. l Zero environmental incidents. l Zero operations fines, violations, or penalties.
l

Environmental Management System ( EMS)

Sandia recognizes that the environment needs to be protected and preserved for current and future generations, and is committed to environmental protection. This commitment includes identifying and mitigating potential risks to the environment, and encouraging as well as requiring the incorporation of environmental management as an integrated element of all work. As required by DOE Order 450.1, Environmental Protection Program, Sandia has implemented an EMS as part of its ISMS. A detailed description of Sandias implementation of EMS is available in the PG470222, Environmental Management System Program Manual. EMS is the integral part of the ISMS that addresses the environmental consequences of Sandias activities, products, and services. To achieve environmental goals, the ISMS includes environmental management aspects in all five core management functions that support work planning, hazard analysis, hazard control, work performance, and feedback and improvement. The EMS is discussed in more detail in Section 4.2 of this document.

The Continuing Core Expectation (CCE) statements (DOE G 450.4-1B, Volume 1, Chapter IV) are a compendium of relevant topics that can be used to aid in developing an evaluation of the effectiveness of the ISMS. Refer to Appendix C.

Safety Management Functions

The five core safety management functions provide the necessary work control structure for all work that could potentially affect the public, the workers, and the environment. It is essential that the five ISM core functions be effectively integrated into work planning and work execution at the activity level to ensure the safety of workers, the public, and the environment. The functions are applied as a continuous cycle with the degree of rigor appropriate to address the type of work activity and the hazards involved.

Principles
1. Line Management is Responsible for SafetyLine management is directly responsible for the protection of the workers, the public, and the environment. 2. Clear Roles and Responsibilities are Definedclear and unambiguous lines of authority and responsibility for ensuring safety shall be established and maintained at all organizational levels. 3. Worker Competence Is Commensurate with Responsibilitiespeople possess the experience, knowledge, skills, and abilities that are necessary to discharge their responsibilities. 4. Priorities are Balancedresources are effectively allocated to address ES&H, programmatic, and operational considerations. Protecting employees, the public, and the environment is a priority whenever activities are planned and performed.

5. Safety Standards and Requirements are Identifiedbefore work is performed, the associated hazards are evaluated and an agreed-upon set of ES&H standards and requirements are established which, if properly implemented, provide adequate assurance that employees, the public, and the environment are protected from adverse consequences. 6. Hazard Controls are Tailored to Work Being Performedadministrative and engineering controls prevent and mitigate hazards and are tailored to the work being performed and associated hazards. Emphasis should be on designing the work and/or controls to reduce or eliminate the hazards and to prevent accidents and unplanned releases and exposures. 7. Operations Authorization Existsthe conditions and requirements to be satisfied for operations to be initiated and conducted are established and agreed-upon by DOE and the contractor. These agreed-upon conditions and requirements are requirements of the contract and binding upon Sandia. The extent of documentation and level of authority for agreement shall be tailored to the complexity and hazards associated with the work and shall be established in a Safety Management System.
QUALITY ENVIRONMENT SAFETY POLICY SMI Group integrated management system SMI S.p.A. and the other companies belonging to the SMI group (SMIPACK SMILAB SMIENERGIA SARCO RE) have adopted a Safety, Environment and Quality management system, in compliance with UNI EN ISO 9001:2008 (Quality Management System) and UNI EN ISO 14001:2004 (Environment Management System) and aim to achieve full compliance also with the international standard OHSAS 18001 (Occupational Health and Safety Assessment Series),

which may be applied to any organization that wishes to establish a management system, in order to minimize hazards and risks to employees. One of SMI Group's priorities is raising awareness about the commitments of the groups policy and getting the companys workers, suppliers, customers and the public involved with its objectives and goals. In order to pursue its mission, the company adopted the following strategies: Seeking continuous improvement. Innovation and continuous improvement of the products range are a key objective that SMI Group has always been pursuing, by optimizing the funds destined to Research and Development and by constantly monitoring the level of customers' satisfaction. When designing and manufacturing its machines, Smigroup aims at preventing/minimizing their environmental impact. The new technical solutions, unlike the previous generation technology, must ensure considerable energy saving, minimized acoustic emissions, reduced air pollution, waste management within ecological limits, in order to improve the workplace environmental quality and safety. Involving the suppliers. SMI Group avails itself exclusively of reliable suppliers, selected according to severe parameters, in order to be sure of their compliance with its qualitative and environmental standards. Furthermore, the suppliers are made sensitive about the company's principles of social responsibility and are involved in initiatives aiming at making their company management fully compatible with SMI Group Quality, Environment and Safety Policy. Involving the employees. In order to achieve the main objectives of the Company Policy, it is essential to increase the employee's awareness of Quality, Environment and Safety topics, by organizing training and refreshing courses. Constant monitoring of the company objectives. The goals achieved in terms of environment, quality and safety are constantly monitored and checked by specialized auditors, who define the company degree of efficiency as to the target objectives established by the Company. Smigroup undertakes to improve its quality, environment and safety management system according to the auditors' suggestions or to modify it according to new legislative directives.

Integrated environmental management Sustainable urban development requires an integrated approach and the Thematic Strategy advocates that national and regional authorities support municipalities in achieving more integrated management at the local level. This approach is supported by both of the Council and the European Parliament5. Integrated approaches include long-term strategic visions and link different policies at different administrative levels to ensure coherency. Integrated environemntal management also means tackling related issues together such as urban management and governance, integrated spatial planning, economic wellbeing and competitiveness, social inclusion, and environmental stewardship. For example, the implementation of Community law on urban air quality not only has implications for pollution control and traffic management, but also requires combined efforts to address city and town centre management, spatial planning and urban design, health impacts and social justice (taking account of the different social groups affected and disproportionate burdens of environmental impacts). The Thematic Strategy on the Urban Environment calls for the better management of urban areas through integrated environmental management at the local level. This is characterised by a strategic management of the environmental impacts of all activities within the entire functional area of a political authority and/or a built-up city. The approach is built upon cross-departmental and sector cooperation, engagement with all relevant stakeholders and integration of local, regional and national policies. Logically therefore, the aim of this guidance is to assist municipal authorities in considering whether to establish an integrated approach to urban management which takes a holistic, structured and step-wise approach that identifies key challenges, assesses the status quo, sets targets for policy, assesses available policy options, engages with stakeholders and leads to the implementation of effective policies.

CHALLENGES AND SOLUTIONS TO ESTABLISH AND IMPLEMENT IEMS

Unsurprisingly, experience has shown that there are obstacles to be overcome when establishing an integrated management system. Perhaps the first and foremost issue is that of political legitimacy or support for the IEM process. Successful schemes appear to have benefited from high level political support and resources to implement the Strategic Programme. As part of the ENVIPLANS12 project, several cities commented that "the objectives of the Plan need to be supported by the Mayor and the Director General. Their approval may have a driving effect on the administration" or "the political involvement of the Councillor is crucial: working with a Councillor who is aware of the importance of sustainability and of the meaning of the Plan, benefits internal performance". The 26th report of the Royal Commission on Environmental Pollution on the urban environment13, proposes an environmental contract between central and local

government, which would be a high level agreement to promote environmental action at the local level. On the ground, this would mean a local authority developing a strategy containing a small number of mandatory elements, but would also encourage the authority to design a programme to tackle a variety of environmental activities across sectors with the aim of stimulating improvement and innovation. This concept could help bridge gaps between national governments and municipal authorities and provide an opportunity for private and voluntary sectors and citizens to contribute to the design and implementation of the contract. Learning from the experiences of cities in MUE-25 project shows that introducing an integrated management system may at first seem like an overwhelming task. But any city may succeed by starting small and gradually building up the integrated environmental management system. The most important thing is to start working according to an annual management cycle. All cities already have instruments and processes in use and these can be used to complete an integrated management system consistent with the five steps. Networking can be used for exchange of experiences and for better use of personnel capacity. A city can also consider support from a critical "friend" by using peer review. The Aalborg Commitment and the experience, case studies and networks created around it can be a way of starting off the process. City cases have proven that knowledge, political commitment and further positive effects follow after working practically in an IEMS. Even though there are challenges at the beginning, these obstacles can be overcome with time by working systematically with annual management cycles. External studies and Community funded projects have helped to highlight some of the more important obstacles to implement integrated environmental management systems. These are described below.