MANAGEMENT SYSTEM STANDARDS

AN OVERVIEW
In essence, a standard is an agreed way of doing something. It could be about making a product,
managing a process, delivering a service or supplying materials standards can cover a huge range
of activities undertaken by organizations and used by their customers. A standard is the refined
wisdom of a group of people with expertise in a particular subject and who know the needs of the
organizations they represent. They are designed for voluntary use so its up to you youre not
forced to follow a set of rules that make life harder for you, youre offered ways to do your work
better.
A standard is defined as a document that provides requirements, specifications, guidelines or
characteristics that can be used consistently to ensure that materials, products, processes and
services are fit for their purpose. All standards have the same basic purpose of setting out agreed
principles or criteria.
In some standards, the type of agreement essentially amounts to advice and guidance; others are
much more prescriptive and set out absolute requirements that have to be met if a user wishes to
make a claim of compliance with the standard. Different subject areas and different user groups have
needs for differing forms and levels of standardization. The implementation of standards in industry
and commerce became highly important with the onset of the Industrial Revolution.
International Standards ensure that products and services are safe, reliable and of good quality. For
business, they are strategic tools that reduce costs by minimizing waste and errors, and increasing
productivity. They help companies to access new markets, level the playing field for developing
countries and facilitate free and fair global trade.
Standards cover a wide range of subjects from construction to nanotechnology, from energy
management to health and safety, from cricket balls to goalposts. They can be very specific, such as
to a particular type of product, or general such as management practices.

BENEFITS OF STANDARDS:
International Standards bring technological, economic and societal benefits. They help to harmonize
technical specifications of products and services making industry more efficient and breaking down
barriers to international trade. Conformity to International Standards helps reassure consumers that
products are safe, efficient and good for the environment.
Use of the standards ensures that products and services are safe, reliable and of good quality. The
standards help businesses increase productivity while minimizing errors and waste. By enabling
products from different markets to be directly compared, they facilitate companies in entering new
markets and assist in the development of global trade on a fair basis. The standards also serve to
safeguard consumers and the end-users of products and services, ensuring that certified products
conform to the minimum standards set internationally.
International Standards are strategic tools and guidelines to help companies tackle some of the most
demanding challenges of modern business. They ensure that business operations are as efficient as
possible, increase productivity and help companies access new markets. Benefits include:
Cost savings - International Standards help optimize operations and therefore improve the
bottom line.
Enhanced customer satisfaction - International Standards help improve quality, enhance
customer satisfaction and increase sales.
Access to new markets - International Standards help prevent trade barriers and open up global
markets.
Increased market share - International Standards help increase productivity and competitive
advantage.
Environmental benefits - International Standards help reduce negative impacts on the
environment.
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International Standards on air, water and soil quality, on emissions of gases and radiation and
environmental aspects of products contribute to efforts to preserve the environment and the health
of citizens. International standards draw on worldwide expertise and experience and are therefore a
vital resource for governments when developing public policy. National governments can use
standards to support public policy by referencing standards in regulations.

INTERNATIONAL ORGANIZATION FOR STANDARDIZATION

ISO, the International Organization for Standardization, is an independent, non-governmental
organization, the members of which are the standards organization of the 165 member countries. It
is the world's largest developer of voluntary international standards and facilitates world trade by
providing common standards between nations. Nearly 20,500 standards have been published till
2014, covering everything from manufactured products and technology to food safety, agriculture
and healthcare. Note that ISO is not an acronym; instead, the name derives from the Greek word iso,
meaning equal.
ISO develops only those standards that are required by the market. This work is carried out by
experts from the industrial, technical and business sectors which have asked for the standards, and
which subsequently put them to use. These experts may be joined by others with relevant
knowledge, such as representatives of government agencies, testing laboratories, consumer
associations and academia, and by non-governmental or other stakeholder organizations that have a
specific interest in the issues addressed in the standards.
ISO standards for business, government and society as a whole make a positive contribution to the
world we live in. They ensure vital features such as quality, ecology, safety, economy, reliability,
compatibility, interoperability, conformity, efficiency and effectiveness. They facilitate trade, spread
knowledge, and share technological advances and good management practice. Published under the
designation of International Standards, ISO standards represent an international consensus on the
state of the art in the technology or good practice concerned.

MANAGEMENT SYSTEM STANDARDS

A management system describes the set of procedures an organization needs to follow in order to
meet its objectives. In some small organizations, there may not be an official system, just "our way of
doing things that is mostly kept in the heads of the staff. But the larger the organization, the more
likely that procedures need to be recorded to ensure everyone is clear on who does what. This
process of systemizing how things are done is known as a management system.
ISO management system standards provide a model to follow when setting up and operating a
management system. They are the result of international, expert consensus and therefore offer the
benefit of global management experience and good practice.
These standards can be applied to any organization, large or small, whatever the product or service
and regardless of the sector of activity.
The benefits of an effective management system include - more efficient use of resources, improved
risk management, increased customer satisfaction as services and products consistently deliver what
they promise, etc.
Some of the International management system standards being implemented in Coal India and its
subsidiaries are:
1.
2.
3.
4.
5.
6.

ISO 9001- Quality management systems

ISO 14001- Environmental management systems
OHSAS 18001 Occupational health & safety management system
ISO 27001 Information security management system
ISO 50001 - Energy management systems
ISO 17025 - General requirements for the competence of testing and calibration laboratories.

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QUALITY MANAGEMENT SYSTEM

A quality management system (QMS) is a set of policies, processes and procedures required for
planning and execution (production/development/service) in the core business area of an
organization, i.e. areas that can impact the organization's ability to meet customer requirements quality product/service, etc.
A QMS integrates the various internal processes within the organization and intends to provide a
process approach for project execution. A Process Based QMS enables the organizations to identify,
measure, control and improve the various core business processes that will ultimately lead to
improved business performance.

THE CONCEPT OF QUALITY MANAGEMENT SYSTEM (QMS):

A Quality Management System in its basic concept is quite simple. It seeks to: Recognize the
external quality related requirements specified in customer requirements and the chosen
management system standard(s)
Ensure that all requirements have been documented within the management system in the
appropriate location in terms of defined specific system requirements
Confirm that employees receive applicable training in the quality system requirements
Outline performance processes, where applicable, to the quality system requirements
Produce records or evidence that system requirements have been met
Measure, monitor and report the extent of compliance with these performance procedures
Continually monitor and analyze changes to the requirements and confirm that all changes are
reflected in changes to the specific requirements when necessary
Execute the audit and analyze the system processes and correct them when necessary
Include processes that will help continually improve the quality system.

ISO 9000 - QUALITY MANAGEMENT STANDARD SERIES:

ISO 9000 is a series of management standards to provide internationally standardized techniques for
managing an organization so that the organization can remain dynamic and capable of performing
even in frequently changing and highly competitive business environment.
ISO 9000 management system standards came in as a natural outcome of the failure of traditional
management techniques which focus only on the management of resources and/or productivity
i.e., technical capabilities of an organization, contributing very little to the organizational success.
Edward Deming, the father of all present day management techniques, demonstrated during the
1950s that technical incompetence of organizations results into their failures only to the tune of 6 %,
whereas the absence of a suitable management system contributes as high as 94 % to the
organizational failures.
As a part of the ISO 9000 series, the ISO 9001 QMS standard was developed by ISO in 1987. To keep
aligned to the changing management requirements, this standard was upgraded in 1994, then in
2000 and then again in the year 2008. ISO 9001:2008 has been revised in September 2015 to ISO
9001:2015.
ISO 9001 sets out the criteria for a quality management system. It can be used by any organization,
large or small, regardless of its field of activity. It is being implemented by over one million
companies and organizations in over 170 countries. This standard is based on a number of quality
management principles including a strong customer focus, the motivation and implication of top
management, the process approach and continual improvement. Using this standard helps ensure
that customers get consistent, good quality products and services, which in turn brings many
business benefits.
Some people generically refer to the group of documents as a QMS, but specifically it refers to the
entire system - the documents just describe it. A QMS is nothing more than good business sense.
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THE PROCESS APPROACH OF ISO 9001:2008:

A Process can be defined as a set of interrelated or interacting activities, which transforms inputs
into outputs. These activities require allocation of resources such as people and materials. The
application of a system of processes within an organization, together with the identification and
interactions of these processes, and their management to produce the desired outcome, can be
referred to as the process approach.
A major advantage of the process approach, when compared to other approaches, is in the
management and control of the interactions between these processes and the interfaces between the
functional hierarchies of the organization. Some more benefits of the process approach are:
Integration and alignment of processes to enable achievement of desired outcomes
Ability to focus effort on process effectiveness and efficiency.
Provision of confidence to customers, and other interested parties, about the consistent
performance of the organization.
Transparency of operations within the organization.
Lower costs and creation of shorter cycle times, through the effective use of resources.
Improved, consistent and predictable results.
Provision of opportunities for focused and prioritized improvement initiatives.
Encouragement of the involvement of people and the clarification of their responsibilities.
The process approach introduces horizontal management, crossing the barriers between different
functional units and unifying their focus to the main goals of the organization. All processes should
be aligned with the objectives, scope and complexity of the organization, and should be designed to
add value to the organization.
Organizations have to define the number and types of processes needed to fulfil their business
objectives. While these will be unique to each organization, it is however possible to identify typical
processes which need to be managed in an organization, such as:
Processes for the management of an organization. These include processes relating to strategic
planning, establishing policies, setting objectives, ensuring communication, ensuring availability of
resources for the other organizations quality objectives and desired outcomes and for management
reviews.
Processes for managing resources. These include all the processes that are necessary to provide
the resources needed for the organizations quality objectives and desired outcomes.
Realization processes. These include all processes that provide the desired outcomes of the
organization.
Measurement, analysis and improvement processes. These include the processes needed to
measure and gather data for performance analysis and improvement of effectiveness and efficiency.
They include measuring, monitoring, auditing, performance analysis and improvement processes
(e.g. for corrective and preventive actions). Measurement processes are often documented as an
integral part of the management, resource and realization processes; whereas analysis and
improvement processes are treated frequently as autonomous processes that interact with other
processes, receive inputs from measurement results, and send outputs for the improvement of those
processes.

THE EIGHT QUALITY MANAGEMENT PRINCIPLES:

Based on eight quality management principles, the ISO 9001 management technique uses the
Process Approach, i.e., managing an organization as a system of interdependent and
interdepartmental processes, rather than as a conglomerate of various departments, persons,
facilities, and technologies.
1. Customer Focus: Organizations depend on their customers and, therefore, should understand
current and future customer needs, should meet customer requirements, and strive to exceed
customer expectations.

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2. Leadership: Leaders establish unity of purpose and direction of the organization. They should
create and maintain the internal environment in which people can become fully involved in
achieving organizational objectives.
3. Involvement of People: People at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organizations benefits.
4. Process Approach: A desired result is achieved more efficiently when activities and related
resources are managed as a process.
5. System Approach: Identifying, understanding, and managing interrelated processes as a
system contributes to the organizations effectiveness and efficiency in achieving its objectives.
6. Continual Improvement: Continual improvement of the organizations overall performance
should be a permanent objective of an organization.
7. Factual Approach to Decision Making: Effective decisions are based on the analysis of data
and information.
8. Mutually Beneficial Supplier Relationships: An organization and its suppliers are
interdependent, and a mutually beneficial relationship enhances the ability of both to create
value.

THE PDCA CYCLE:

PDCA (plandocheckact) is an iterative four-step management method used in business for the
control and continuous improvement of processes and products. It is also known as the Deming
circle. PDCA was made popular by Dr. W. Edwards Deming, who is considered by many to be the
father of modern quality control management.
The concept of PDCA is based on the scientific method. Deming continually emphasized iterating
towards an improved system, hence PDCA should be repeatedly implemented in spirals of increasing
knowledge of the system that converge on the ultimate goal, each cycle closer than the previous.

PLAN - Establish the objectives and processes necessary to deliver results in accordance with the
expected output (the target or goals).
DO - Implement the plan, execute the process, and make the product. Collect data for charting and
analysis in the following "CHECK" and "ACT" steps.
CHECK - Study the actual results (measured and collected in "DO" above) and compare against the
expected results (targets or goals from the "PLAN") to ascertain any differences. Look for deviation
in implementation from the plan and also look for the appropriateness and completeness of the plan
to enable the execution, i.e., "Do".
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ACT - If the CHECK shows that the PLAN that was implemented in DO is an improvement to the prior
standard (baseline), then that becomes the new standard (baseline) for how the organization should
ACT going forward.
The PDCA cycle can be beneficially used:
As a model for continuous improvement.
When starting a new improvement project.
When developing a new or improved design of a process, product or service.
When defining a repetitive work process.
When planning data collection and analysis in order to verify and prioritize problems or root
causes.
When implementing any change.

BENEFITS OF THE ISO 9001 STANDARD:

Enhanced customer satisfaction and improved customer loyalty leading to repeat business;
Increased revenue and market share obtained through flexible and fast responses to market
opportunities;
Integration and alignment of internal processes which will lead to increased productivity and
results;
Enhanced business performance and better cost management;
Providing confidence to interested parties as to the consistency, effectiveness and efficiency of
the organization;
Increased credibility and competitiveness in the market;
Consistency in the delivery of your product or service;
Lower costs and shorter cycle times through effective use of resources;
Improved communication, planning and administration processes.

ISO 9001:2008 REQUIREMENTS CLAUSE HEADINGS:

Introduction
Scope
Normative Reference
Terms and Definitions
Quality Management System
Management Responsibility
Resource Management
Product Realization
Measurement, Analysis and Improvement
The first four clauses (clause 0. Introduction to - clause 3. Terms and Definitions) do not
provide any requirements for a QMS. They provide background information as to the purpose;
concepts and principles used in the standard (e.g. process approach; PDCA); guidance on the QMS
scope; reference to related documents; and key terms and definitions used. These clauses will all be
explained in more detail as we go through each section.
The remaining five clauses numbering 4 through 8 provide the control requirements that a QMS
must implement. The following is a summary explanation of these 5 major clauses or elements of the
ISO 9001:2008 standard. Each major clause has several sub-clauses. Collectively, these 5 clauses set
out the requirements for your QMS.
Clause 4 - Quality Management System - sets requirements to identify, plan, document, operate
and control QMS processes and to continually improve QMS effectiveness.
Clause 5 - Management Responsibility - sets requirements for top management to demonstrate its
leadership and commitment to develop implement and continually improve the QMS.
0.
1.
2.
3.
4.
5.
6.
7.
8.

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Clause 6 - Resource Management- sets requirements to determine, provide and control the various
resources needed to operate and manage QMS processes; to continually improve QMS effectiveness;
and to enhance customer satisfaction by meeting customer requirements.
Clause 7 - Product Realization - sets requirements to plan, operate and control the specific QMS
processes that determine, design, produce and deliver an organizations product and services.
Clause 8 - Measurement, Analysis and Improvement - sets requirements to plan, measure,
analyse and improve processes that demonstrate product and QMS conformity and continually
improve QMS effectiveness.

EVOLUTION OF ISO 9000 STANDARD

The ISO 9000 standard is continually being revised by standing technical committees and advisory
groups, who receive feedback from those professionals who are implementing the standard.
ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three "models" for quality
management systems, the selection of which was based on the scope of activities of the organization.
ISO 9000:1987 was also influenced by existing U.S. and other Defence Standards ("MIL SPECS"), and
so was well-suited to manufacturing. The emphasis tended to be placed on conformance with
procedures rather than the overall process of management, which was likely the actual intent.
ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final
product, and continued to require evidence of compliance with documented procedures. As with the
first edition, the down-side was that companies tended to implement its requirements by creating
shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some
companies, adapting and improving processes could actually be impeded by the quality system.
ISO 9001:2000 replaced all three former standards of 1994 issue, ISO 9001, ISO 9002 and ISO 9003.
The 2000 version sought to make a radical change in thinking by actually placing the concept of
process management front and center ("Process management" was the monitoring and optimization
of a company's tasks and activities, instead of just inspection of the final product). The 2000 version
also demanded involvement by upper executives in order to integrate quality into the business
system and avoid delegation of quality functions to junior administrators. Another goal was to
improve effectiveness via process performance metrics: numerical measurement of the effectiveness
of tasks and activities. Expectations of continual process improvement and tracking customer
satisfaction were made explicit.
ISO 9001:2008 in essence re-narrates ISO 9001:2000. The 2008 version only introduced
clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve
consistency with ISO 14001:2004. There were no new requirements. For example, in ISO 9001:2008,
a quality management system being upgraded just needs to be checked to see if it is following the
clarifications introduced in the amended version.
ISO 9001:2015 is the latest version of the standard. With the revision the scope of the standard has
not changed. An essential change, however, affects the structure. The new ISO 9001:2015 follows the
so-called high-level structure. This, and the uniform use of core texts and terms, will enable an
identical structure for all management systems. The process-oriented approach is maintained within
the standard and includes topics such as risk management, change management and knowledge
management.

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ENVIRONMENT MANAGEMENT SYSTEM

Environmental management system (EMS) refers to the management of an organization's
environmental programs in a comprehensive, systematic, planned and documented manner. It
includes the organizational structure, planning and resources for developing, implementing and
maintaining policy for environmental protection. An EMS is a set of processes and practices that
enable an organization to reduce its environmental impacts and increase its operating efficiency. It is
a framework that helps a company achieve its environmental goals through consistent control of its
operations. The assumption is that this increased control will improve the environmental
performance of the company. The EMS itself does not dictate a level of environmental performance
that must be achieved; each company's EMS is tailored to the company's business and goals.
More formally, EMS is "a system and database which integrates procedures and processes for
training of personnel, monitoring, summarizing, and reporting of specialized environmental
performance information to internal and external stakeholders of the organization.
An EMS helps a company address its regulatory demands in a systematic and cost-effective manner.
This proactive approach can help reduce the risk of non-compliance and thereby help improve the
environmental conditions.

FEATURES OF AN ENVIRONMENTAL MANAGEMENT SYSTEM (EMS):

Serves as a tool, or process, to improve environmental performance and information mainly
"design, pollution control and waste minimization, training, reporting to top management, and the
setting of goals"
Provides a systematic way of managing an organizations environmental affairs
Assists with planning, controlling and monitoring policies in an organizations overall
management that addresses immediate and long-term impacts of its products, services and
processes on the environment.
Gives order and consistency for organizations to address environmental concerns through the
allocation of resources, assignment of responsibility and ongoing evaluation of practices,
procedures and processes
Creates environmental buy-in from management and employees and assigns accountability and
responsibility.
Sets framework for training to achieve objectives and desired performance.
Helps understand legislative requirements to better determine a product or service's impact,
significance, priorities and objectives.
Focuses on continual improvement of the system and a way to implement policies and objectives
to meet a desired result. This also helps with reviewing and auditing the EMS to find future
opportunities.
Encourages contractors and suppliers to establish their own EMS.

EMS MODEL:
An EMS follows a Plan-Do-Check-Act, or PDCA, Cycle. The diagram shows the process of first
developing an environmental policy, planning the EMS, and then implementing it. The process also
includes checking the system and acting on it. The model is continuous because an EMS is a process
of continual improvement in which an organization is constantly reviewing and revising the system.

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COMPONENTS OF AN EMS:
To develop an EMS, an organization has to assess its environmental impacts, set targets to reduce
these impacts, and plan how to achieve the targets. The most important component of an EMS is
organizational commitment. For an effective EMS to be developed and implemented, you need
commitment from the very top of the organization, as well as all staff. Following are more examples
of components that should be considered when developing an EMS.
Environmental Policy: This is a statement of what an organization intends to achieve from an EMS.
It ensures all environmental activities are consistent with the organizations objectives.
Environmental Impact Identification: Identification and documentation of the actual and potential
environmental impacts of an organizations operations need to be undertaken. This can be achieved
through undertaking an environmental audit.
Objectives and Targets: An environmental audit forms the basis of determining an organizations
environmental objectives and targets. An organization can find benefits in adopting more stringent
longer term objectives to encourage it to improve its performance. To continually improve, targets
should be regularly reviewed.
Consultation: Staff and community consultation should be undertaken before, during and after
establishment of an EMS. This is necessary to ensure that all staff are involved in, and committed to
the EMS. It can also help to improve public perception of the company, one of the benefits of
implementing an EMS.
Operational and Emergency Procedures: All procedures should be reviewed to ensure they are
compatible with the organizations environmental objectives and targets. Any changes should be
included with the documentation.
Environmental Management Plan: This details the methods and procedures which an organization
will use to meet its objectives and targets.
Documentation: All objectives, targets, policies, responsibilities and procedures should be
documented along with information on environmental performance. Documentation is useful for
verifying environmental performance to staff, regulators and the community.
Responsibilities and Reporting Structure: Responsibilities need to be allocated to staff and
management to ensure the EMS is implemented effectively.
Training: Staff should undergo environmental awareness training to familiarize them with their
responsibilities for implementing the EMS and with the overall environmental policy and objectives
of the organization. This provides staff with the necessary skill and motivation for the effective
implementation of the EMS.
Review Audits and Monitoring Compliance: Review audits should be undertaken regularly to
ensure the EMS is achieving its objectives and to refine operational procedures to meet this goal. In

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order to ensure regulatory and other requirements are being met, it is often necessary to undertake
regular environmental monitoring.
Continual Improvement: An important component is continual improvement. An EMS comes into
its best use when used to review progress towards the targets and objectives set by a company to
protect the environment. The procedures set in place to meet these objectives should be constantly
examined to see if they can be improved or if more effective systems can be introduced.

BENEFITS OF AN EMS
An EMS can assist a company in the following ways:
minimize environmental liabilities;
maximize the efficient use of resources;
reduce waste;
demonstrate a good corporate image;
build awareness of environmental concern among employees;
gain a better understanding of the environmental impacts of business activities;
increase profit, improving environmental performance, through more efficient operations; and
better compliance with legal obligations.
An EMS can be a powerful tool for organizations to both improve their environmental performance,
and enhance their business efficiency. An EMS is not prescriptive; rather, it requires organizations to
take an active role in examining their practices, and then determining how their impacts should best
be managed. This approach encourages creative and relevant solutions from the organization itself.
Although the implementation of an EMS is essentially a voluntary initiative, it can also become an
effective tool for governments to protect the environment as it can assist regulation. For example,
regulatory systems can encourage organizations to use EMS to meet standards, by providing
incentives for strong environmental performance.
Likewise, organizations can use EMS to ensure that their performance is within regulatory
requirements, and to keep ahead of more stringent regulations which might be introduced in the
future.

INTERNATIONAL ENVIRONMENTAL STANDARD - ISO 14001

The ISO 14000 family of standards provides practical tools for companies and organizations of all
kinds looking to manage their environmental responsibilities. Developed by ISO, it is a collection of
voluntary standards that assist organizations to achieve environmental and financial gains through
the implementation of effective environmental management. The standards provide both a model for
streamlining environmental management, and guidelines to ensure environmental issues are
considered within decision making practices.
The most widely used standard on which an EMS is based is ISO 14001:2004. This and its supporting
standards such as ISO 14006:2011 focus on environmental systems to achieve this. The other
standards in the family focus on specific approaches such as audits, communications, labelling and
life cycle analysis, as well as environmental challenges such as climate change.
ISO 14001:2004 sets out the criteria for an environmental management system and can be certified
to. It maps out a framework that a company or organization can follow to set up an effective
environmental management system. It can be used by any organization regardless of its activity or
sector.
Using ISO 14001:2004 can provide assurance to company management and employees as well as
external stakeholders that environmental impact is being measured and improved.

KEY BENEFITS OF THE ISO 14001

By implementing ISO 14001 any organization can assure its stakeholders that the environmental
management system meets international industry specific environmental standards. Every company
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large and small; industrial, manufacturing, services, or trade related has an impact on the
environment and can therefore benefit from ISO 14001. By implementing this standard, any
organization can:

Identify cost savings with greater emphasis on resource, waste and energy management
Develop the corporate image and credibility
Quantify, monitor and control the impact of operations on the environment,
Ensure legislative awareness and compliance
Improve environmental performance of supply chain
Protect the company, assets, shareholders and directors
Potentially decrease public liability insurance costs for your organization
Grow your access to business partners and potential customers

ISO 14001:2004 REQUIREMENTS CLAUSE HEADINGS:

0. Introduction
1. Scope
2. Normative Reference
3. Terms and Definitions
4. Environmental management system requirements

4.1 General requirements - An organization must establish, document, implement, and

continually improve their environmental management system and show how they meet all the
requirements of this standard. The organization defines the scope of the EMS, i.e. the
boundaries of the organization to which the EMS applies.
4.2 Environmental policy - The organization must have a policy, or commitment statement,
developed by top management relative to the scope of the EMS that conforms to the standard.
There are specific items that must be committed to in the policy, such as compliance with legal
and other requirements, prevention of pollution, and continual improvement. In addition, the
policy must be communicated to all employees, and others working on behalf of the
organization, and be available to the public.
4.3 Planning - This element requires a procedure to identify environmental aspects and related
impacts that the organization can control or have influence over, and determine those which
are significant to the organization. ISO 14001 does not prescribe what aspects should be
significant, or even how to determine significance. Aspects are defined as how an
organizations activities products and/or services interact with the environment. An impact is
how an aspect changes the environment. The intent of this element is to help the organization
identify how it affects the environment, prioritize aspects, and use the EMS to manage, control,
and improve upon the aspects. So the organization must ensure that the significant aspects are
taken into account in the EMS.
4.4 Implementation and operation - This clause requires the organization to put into place
controls over all activities which have, or may have, a significant environmental impact. In
effect, procedures will need to be implemented to ensure that the everyday environmental
activities of the organization occur as planned.
The Standard requires that, as a show of commitment, the organization shall provide resources
especially human resources in order to facilitate effective environmental management. The
successful implementation of an environmental management system calls for commitment
from all employees in the organization.
4.5 Checking - Checking refers to verifying that planned actions and activities take place. Thus a
robust internal audit system could be the method for this verification, but other mechanisms
could be used such as reviews of reports indicating failures or delays to action
plans. Corrective action within an organization is required when the above checks
demonstrate failures to meet targets, with preventive measures put in place to prevent
recurrence of the same failure.
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4.6 Management review - ISO 14001-Clause 4.6 requires that the organizations top management
shall, at planned intervals that it determines, review the environmental management system to
ensure its continuing suitability, adequacy and effectiveness. Management reviews are the
key to continual improvement and to ensuring that the EMS will continue to meet your
organizations needs over time. There is no correct way to perform an environmental
management review it must suit the organizations culture and resources. As the Standard
refers to top management, this does indicate that a certain level of seniority of personnel
should be present at such reviews, to demonstrate commitment.

EVOLUTION OF ISO 14000 STANDARD:

After the rapid acceptance of ISO 9000 and the increase of the concern for environment around the
world, ISO assessed the need for an international environmental management standard. They
formed the Strategic Advisory Group on the Environment (SAGE) in 1991, to consider whether such
standards could serve to promote a common approach to environmental management similar to
quality management.
In 1992, on SAGE's recommendations, ISO created a new committee, TC 207, for international
environmental management standards. The committee and its sub-committees included
representatives from industry, standards organizations, government and environmental
organizations from many countries.
ISO 14001:1996 - In 1996, the ISO 14001 environmental management system standard was
adopted and published. It specifies the actual requirements for an environmental management
system. It applies to those environmental aspects over which an organization has control and where
it can be expected to have an influence. Supporting ISO guidance standards on environmental
performance evaluation, environmental labelling and environmental auditing followed.
ISO 14001:2004 The next revised issue of the standard in 2004 set out the criteria for an
Environmental Management System (EMS). It does not state requirements for environmental
performance, but maps out a framework that a company or organization can follow to set up an
effective EMS. It can be used by any organization that wants to improve resource efficiency, reduce
waste, and drive down costs. ISO 14001 can also be integrated with other management functions and
assists companies in meeting their environmental and economic goals.
ISO 14001:2015 - With the revision the scope of the standard has not changed. An essential change,
however, has affect the structure. ISO 14001:2015 will be based on the new high level structure that
brings a common framework to all management systems. This helps to keep consistency, align
different management system standards, offer matching sub-clauses against the top-level structure
and apply common language across all standards, based on the PDCA approach. With the new
standard in place, organizations will find it easier to incorporate their environmental management
system into the core business processes and get more involvement from senior management.

Management System Division, CMPDIL, Ranchi.

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OCCUPATIONAL HEALTH & SAFETY

MANAGEMENT SYSTEM
Occupational safety and health (OSH) also sometimes referred to as workplace health and safety
(WHS) is an area concerned with the safety, health and welfare of people engaged in work or
employment. The goals of occupational safety and health programs include fostering a safe and
healthy work environment.
Occupational safety and health can be important for moral, legal, and financial reasons. Employers
have a common duty to take reasonable care for the safety of their employees. Good OSH practices
can also reduce employee injury and illness related costs, including medical care, sick leave and
disability benefit costs.
As defined by the World Health Organization (WHO) "occupational health deals with all aspects of
health and safety in the workplace and has a strong focus on primary prevention of hazards. Health
has been defined as "a state of complete physical, mental and social well-being and not merely the
absence of disease or infirmity." Occupational health is a multidisciplinary field of healthcare
concerned with enabling an individual to undertake their occupation, in the way that causes least
harm to their health.
A health and safety management system is a process put in place by an employer to minimize the
risk of injury and illness. The scope and complexity of a system will vary according to the type of
workplace, and the type of operations carried out.
This is made possible by identifying, assessing the hazards and controlling the risks to workers in all
workplace operations. An effective health and safety management system must have the following 8
components in place:
1. Identification and analysis of health and safety hazards at the work site
2. Control measures to eliminate or reduce the risks to workers from hazards
3. Clearly demonstrated and management commitment, and written company policy
4. Worker competency and training
5. Inspection program
6. Emergency response planning
7. Incident reporting and investigation
8. Management system administration

BENEFITS OF OCCUPATIONAL HEALTH & SAFETY MANAGEMENT SYSTEM:

Better management and reduction in the exposure of employees and other parties to
occupational health and safety hazards associated with the organizations activities.
Potential reduction in resultant costs.
Greater assurance and demonstration of conformance with occupational health and safety
policy.
Consistent and proven management approach to occupational health and safety risks, present
and future.
Deployment of method for continual improvement of the occupational health and safety
management system.
The motivational level gets improved through proper training, communication and involvement
in risk identification and implementation of controls.
Increasing competitiveness.
Improves relationship with regulatory body.
Potential reduction in the number of accidents through hazard identification and risk
assessment.

Management System Division, CMPDIL, Ranchi.

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INTERNATIONAL STANDARD - OHSAS 18001:2007

OHSAS 18001 is an Occupation Health and Safety Assessment Series for health and safety
management systems. This is not an ISO standard; officially it is a British standard BS OHSAS
18001:2007 It is intended to help an organization to control occupational health and safety risks.
This should not be confused with ISO 18001:2004 which is a standard for Information technology -Radio frequency identification for item management -- Application requirements profiles. Despite not
currently being an ISO standard, OHSAS 18001 has been designed to be compatible with the ISO
9001 and ISO 14001 standards, thus helping organizations to achieve an integrated management
strategy.
It was developed in response to widespread demand for a recognized standard against which to be
certified and assessed. OHSAS 18001 sets out the minimum requirements for occupational health
and safety management best practice. OHSAS 18001 suits companies of all sizes.
The OHSAS 18001 standard specifies a number of key criteria for an organization to demonstrate
and includes:
Planning for hazard identification, risk assessment and risk control
Structure and responsibility
Training, awareness and competence
Consultation and communication
Operational control
Emergency preparedness and response
Performance measuring, monitoring and improvement
OHSAS 18001 is a standard for a management system of which the cycle `plan-do-check-act is the
essence. In addition to requirements for this cycle, OHSAS 18001 imposes requirements on the
results of the management system:
The organization commits itself to comply with applicable OHS legislation;
The organization commits itself to continual improvement of its OHS performance.

BENEFITS OF OHSAS 18001

An effective implementation of OHSAS 18001 can provide benefits to your customers and give you a
competitive advantage by:
Minimizing the risks of production delays,
Providing a safe environment to do business,
Demonstrating your commitment to maintain an effective health and safety policy.
Other benefits make an organization more efficient, able to meet its legal requirements and help to
improve staff morale by making the workplace a safer environment to work in. Benefits to the
organization include:

Improving your reputation and increasing your opportunities to gain new business,
Minimizing risks of downtime through accidents,
Demonstrating your commitment to meet legal obligations,
Possible cost savings from public liability insurance premiums,
Maintaining compliance to legal requirements,
Providing a robust system to maintain and continually improve health and safety.

OHSAS 18001:2007 REQUIREMENTS CLAUSE HEADINGS:

0. Introduction
1. Scope
2. Normative Reference
3. Terms and Definitions

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4. Environmental management system requirements

4.1 General requirements - An organization must establish, document, implement, and

continually improve their occupational health & safety management system and show how
they meet all the requirements of this standard. The organization defines the scope, i.e. the
boundaries of the organization to which the OHSAS applies.
4.2 Occupational health & safety policy - The organization must have a policy, or commitment
statement, developed by top management relative to the scope of the OHSAS that conforms to
the standard. There are specific items that must be committed to in the policy, such as
compliance with legal and other requirements, concern for health and safety for all at
workplace, and continual improvement. In addition, the policy must be communicated to all
employees, and others working on behalf of the organization, and be available to the public.
4.3 Planning - This element requires a procedure to identify occupational health & safety hazards
and related risks that the organization can control or have influence over, and determine those
which are significant to the organization. OHSAS 18001 does not prescribe what aspects
should be significant, or even how to determine significance. The organization must ensure
that the identified significant risks are taken into account in the occupational health & safety
management system.
4.4 Implementation and operation - This clause requires the organization to put into place
controls over all activities which have, or may have, a significant occupational health & safety
risks. In effect, procedures will need to be implemented to ensure that the everyday activities
of the organization occur as planned.
The Standard requires that, as a show of commitment, the organization shall provide resources
especially human resources in order to facilitate effective occupational health & safety
management. The successful implementation of an occupational health & safety management
system calls for commitment from all employees in the organization.
4.5 Checking - Checking refers to verifying that planned actions and activities take place. Thus a
robust internal audit system could be the method for this verification, but other mechanisms
could be used such as reviews of reports indicating failures or delays to action
plans. Corrective action within an organization is required when the above checks
demonstrate failures to meet targets, with preventive measures put in place to prevent
recurrence of the same failure.
4.6 Management review Clause 4.6 requires that the organizations top management shall,
at planned intervals that it determines, review the occupational health & safety management
system to ensure its continuing suitability, adequacy and effectiveness. Management reviews
are the key to continual improvement and to ensuring that the management system will
continue to meet the organizations needs over time. As the Standard refers to top
management, this does indicate that a certain level of seniority of personnel should be present
at such reviews, to demonstrate commitment.

EVOLUTION OF OHSAS 18001 STANDARD:

Its a fairly recent creation, with a short history. However, it has quickly been adopted at national and
international levels, and been put to the test long enough to have warranted a significant revision.
Prior to 1999, there had been a glut of different schemes and standards available which made it
extremely difficult for businesses within the industry to make informed choices about which system
to adopt.
For this reason, several bodies convened to form the OHSAS Project Group, in order to put something
together that would act as one single and widely accepted standard. Their intention was to distil the
core principles of health and safety that were important in human organizations, and codify them in
a general document.
OHSAS 18001:1999 - In 1999, the first incarnation of OHSAS 18001 was produced, alongside its
peer document, OHSAS 18002. OHSAS 18001 specified requirements for health and safety
management systems, whereas 18002 laid out procedures for implementation.
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OHSAS 18001:2007 - OHSAS 18001 was updated in 2007, in order to integrate well with other
management systems standards commonly implemented in organizations ISO 9001 and ISO 14001.
The principal amendments were quite minor. Some of the key changes listed are detailed below:
1 Health is now given greater focus within the standard
2 Rather than being referred to as a specification, OHSAS 18001 is now known as a standard
3 The terms incident and accident are now interchangeable and not separate in meaning
4 The methodology for investigating incidents has been altered
The update also made room for increased emphasis on the health component of health and safety.
Various other modifications were made to make the standard easier to implement terms were
clarified, definitions added and sections were rewritten for clarity.
Forthcoming 2016 version - In October 2016, a new Health and Safety Management System
standard called ISO 45001 is expected to be published.

Management System Division, CMPDIL, Ranchi.

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INTEGRATED MANAGEMENT SYSTEMS

An integrated management system (IMS) combines all related components of a business into one
system for easier management and operations. Quality, Environmental, and Health & Safety
management systems are often combined and managed as an IMS. These systems are not separate
systems that are later joined together, rather they are integrated with linkages so that similar
processes are seamlessly managed and executed without duplication.
Integrated means combined; putting all the internal management practices into one system but not
as separate components. For these systems to be an integral part of the company's management
system there have to be linkages so that the boundaries between processes are seamless.

WHAT SHOULD BE INTEGRATED?

Anything which has an effect on business results must be part of the management system. Therefore,
an IMS could integrate all currently formalized systems focusing on quality, health and safety,
environment, personnel, finance, security etc. What this means is that all the processes and the
documents that describe them would be integrated.
ISO has permitted the integration of different management systems. There are no national or
international standards for integrated management systems. Certifications are received for the
individually for the different management systems that are integrated.

WHY SHOULD MANAGEMENT SYSTEMS BE INTEGRATED?

There are several good reasons for integration Be consistent within the organization;
Reduce duplication and therefore costs;
Reduce risks and increase profitability;
Balance conflicting objectives;
Identify and rationalize conflicting responsibilities and relationships;
Gain a structured balance of authority/power;
Turn the focus onto business goals;
Create a formalization informal systems, harmonize and optimize practices;
Create consistency;
Improve internal and external communication;
Facilitate training and development.

CONCEPT AND STRUCTURE OF INTEGRATED MANAGEMENT

An integrated management system is simple in its concept. Typically, it seeks to:
Integrate applicable management system standards into one management document which
provides effective control of activities within the organization;
Identify the organizations objectives and obligations including legal, regulatory, stakeholder
and company policy issues;
Ensure that all input requirements have been addressed at all appropriate locations;
Ensure that personnel receive specific training in system requirements;
Determine performance criteria, as applicable, to the system requirements;
Generate evidence that system requirements have been met;
Monitor and report the extent of compliance with the performance criteria;
Continually monitor changes to input requirements and ensure that these changes are reflected
in the specific system requirements, where applicable;
Audit and analyze the system processes and amend them, where applicable; and
Ensure that there is a process for continually improving the system and adopting lessons
learned.

Management System Division, CMPDIL, Ranchi.

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THE 6 COMMON REQUIREMENTS FOR AN INTEGRATED MANAGEMENT SYSTEM:

1.
2.
3.
4.
5.
6.

Policy
Planning
Implementation and Operation
Performance Assessment
Improvement
Management Review

WHICH MANAGEMENT SYSTEMS STANDARDS CAN BE INTEGRATED?

Typically:
ISO 9001 (Quality Management)
ISO 14001 (Environmental Management)
OHSAS 18001 (Occupational Health & Safety Management)
ISO/IEC 27001 (Information Security Management)
ISO 50001 (Energy Management)
ISO 22000 (Food Safety Management)

BENEFITS OF INTEGRATED MANAGEMENT SYSTEM:

There are a few reasons why implementation of management systems is beneficial for the
organizations:
1. It allows the organizations to decrease the extent/duplication of documentation and
bureaucracy which arises due to work organizing and control, referring to separate procedures
or different standards;
2. It allows saving resources, entrusting the management of the integrated management system to
one leader instead of appointing separate leaders to each and every management system,
including the certificated one;
3. It allows carrying out an internal and external audit more clearly and effectively;
4. It promotes concentrating on the organizations activity improving and the strengthening of
connections between quality, employee health and safety and social responsibility.
5. It ensures that best practice and lessons learned are shared across all disciplines (safety,
environment, quality).
6. One single system of reporting is required.
7. Training in an integrated system reduces training time. (If the management system elements are
kept separate more training is likely to occur through duplication).
The key to success of an integrated management system is the effectiveness of the process that is
developed within the company for continually improving the system. If this is achieved successfully,
the system will provide a good return on the resources committed to developing and installing it.

Management System Division, CMPDIL, Ranchi.

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