High Level Structure

Integrated
Management
System
 High Level Structure – Integrated Management System

Management Summary
Today, holistic corporate management takes into account not only the
classic quality, environmental and occupational safety aspects, but also
other areas such as information security, energy efficiency, compliance
or health management. With the help of an integrated management
system, it is possible to achieve a good balance between the diverse
requirements of the topic-specific standards. This requires a holistic
view and consistent process orientation. The common basic struc-
ture for modern management systems, the High Level Structure
(HLS), creates the best environments for the integration of
different standard requirements.

Contents
3 The whole is more than the sum of its parts
4 Process management as a basis
5 Quality management system model
6 10 reasons for an integrated management system
7 Overlapping system requirements
12 Audited with added value
13 Conclusion

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High Level Structure – Integrated Management System

The whole is more than

the sum of its parts
The integrated management system

Whichever management system standard you choose - its structure and systematics are the same:
An organization has to define, control and continuously improve processes. This helps to ensure that
the service expected by the customer is provided efficiently on the one hand, and on the other, also
in accordance with the customer’s quality requirements and with a sense of responsibility toward
the environment and employees. Organizations with an integrated management system work
toward avoiding interface problems and duplication of work, reducing the amount of documentation
required and utilizing synergies - in short, taking a holistic view of operational processes.

The High Level Structure as an opportunity In addition to the HLS specified in Annex SL of
Most recently with the publication of the energy the current ISO directive*, ISO also targets the
management standard ISO 50001 in August uniform use of core content, terms and defi-
2018, the common basic structure of modern nitions. However, each management system
management systems (HLS) offers a suitable standard continues to be known on its own but
basis for an integrated management system contains similar requirements for fundamental
and simplifies the interlocking of topic-related management topics in the same chapter struc-
requirements in already existing structures. ture.

What is an integrated management system?

“When two or more management systems of different disciplines

(e.g. quality, environmental, occupational health and safety) are
audited together, this is termed a combined audit.” This is under-
stood to mean a management system that combines methods and
instruments for complying with requirements from different areas in
a uniform structure. Several task-specific subjects, e.g. quality, occu-
pational health and safety, the environment or information security,
are thus interlinked across the system or linked in a process-oriented
manner. This contrasts with isolated management systems that oper-
ate in parallel.

* ISO-Directive, Source: ISO 19011:2018-10, 3.2 “combined audit“

4th edition, 2013

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 High Level Structure – Integrated Management System

Process management as the basis

A decisive prerequisite for an integrated man- In this context, it is important for organiza-
agement system is process management based tions to consider in advance which subjects and
on the PDCA model (Plan-Do-Check-Act). Along standards should be integrated first and which
these processes, all specific aspects may be con- further expansion stages should be included. The
sidered. The management system should be lean step-by-step structure helps to limit the internal
and efficient while effectively and economically effort and not to further increase the complexity
meeting all needs and expectations of interested of the processes. Ideally, this also eliminates the
parties. need for documents.

However, the economic benefits will only be Good corporate management ensures that all
realized if the basic requirement of all applied subjects are integrated into day-to-day business
standards is met: namely, the full integration of and makes synergies clear. This makes it easier
the respective standard requirements into the for employees to understand complex interrela-
existing management system and thus into the tionships and to work in a motivated manner.
general business processes of a company.

Our claim begins where

audit checklists end.
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High Level Structure – Integrated Management System

Model of a Quality Management System

The PDCA model enables an organization to ensure that adequate resources are known for its processes,
that the processes are controlled, and that opportunities for improvement are determined and acted
upon.

Context of the organization 4

Scope of the management system 4.3/4.4

7/8
4.1
Support and
Internal and PLAN Customer
external issues
Operation DO satisfaction

6 5 9
Results of the
Performance management
4.2 Planning Leadership system
evaluation
Needs and
expectations Products
of interested 10 and services
parties ACT CHECK
Improvement

x = Standards chapter

Source: ISO 9001:2015-11 – Quality management systems – Requirements

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 High Level Structure – Integrated Management System

10 reasons for an integrated management system

 Systematic process alignment: all systems and documents are based on the same process model
Permanent use of synergies: one management system for all company aspects
Cross-organizational resource management: bundling of scarce resources
Uniform assignment of responsibilities: clear responsibilities and authorities
Less contradiction: resolution of conflicting goals of isolated systems
Centralized management assessment: multiple consideration of the same subjects is eliminated
Joint management of measures: no overlapping or conflicting measures, high transparency
Uniform, reduced documentation: avoidance of redundancies
Improved conditions for sustainable growth: easy integration of sustainability aspects
Joint, simultaneous audits: internal and external

Higher efficiency Less opposition

Fewer rules, less maintenance, Reduction of risk, incom-
reduced effort for audits … patibilities and conflicting
objectives of different
management systems
Quality Energy
Corporate
manage- manage-
social
ment
responsibility
management
ment
Information
Competitive advantages OHS security
manage- Environmental
Corporate-wide ment management
management system …

Greater transparency,
More flexibility
better acceptance
Additions to the management
system due to new requirements
are more easily possible

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High Level Structure – Integrated Management System

Overlaps of the system requirements

Modern ISO management systems based on HLS have a strong focus on top management, the context
of the organization, and risks and opportunities. The basic structure always consists of ten chapters.
The subchapters of the various standards differ according to the subject around the subject-specific
content of a standard. Due to the common basic structure, there are many overlaps, which now
become visible.

Chapter 4: Context of the organization PLAN

ISO 9001 ISO 14001 ISO 45001 ISO 50001 ISO 27001

4.1 U
 nderstanding the 4.1 U
 nderstanding the 4.1 U
 nderstanding the 4.1 U
 nderstanding the 4.1 U
 nderstanding the
organization and its organization and its organization and its organization and its organization and its
context context context context context

4.2 U
 nderstanding the 4.2 U
 nderstanding the 4.2 U
 nderstanding 4.2 U
 nderstanding the 4.2 U
 nderstanding the
needs and expecta- needs and expecta- the needs and expec- needs and expecta- needs and expecta-
tions of interested tions of interested tations of workers tions of interested tions of interested
parties parties and other interested parties parties
parties

4.3 D
 etermining the 4.3 D
 etermining the 4.3 D
 etermining the 4.3 D
 etermining the 4.3 D
 etermining the
scope of the quality scope of the EMS scope of the OHS scope of the energy scope of the informa-
management system management system management system tion security manage-
ment system

4.4 Q
 uality manage- 4.4 Environmental 4.4 O
 HS 4.4 Energy 4.4 Information
ment system and its management management management security management
processes system system system system

Chapter 5: Leadership PLAN

ISO 9001 ISO 14001 ISO 45001 ISO 50001 ISO 27001

5.1 Leadership and 5.1 Leadership and 5.1 Leadership and 5.1 Leadership and 5.1 Leadership and
commitment commitment commitment commitment commitment

5.1.1 General

5.1.2 Customer focus

5.2 Policy 5.2 Environmental policy 5.2 OHS policy 5.2 Energy policy 5.2 Policy

5.2.1 Establishing the

quality policy

5.2.2 Communicating
the quality policy

5.3 O
 rganizational roles, 5.3 O
 rganizational roles, 5.3 O
 rganizational roles, 5.3 O
 rganizational roles, 5.3 O
 rganizational roles,
responsibilities and responsibilities and responsibilities and responsibilities and responsibilities and
authorities authorities authorities authorities authorities

5.4 C
 onsultation and
participation of
workers

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 High Level Structure – Integrated Management System

Chapter 6: Planning PLAN

ISO 9001 ISO 14001 ISO 45001 ISO 50001 ISO 27001

6.1 A
 ctions to address 6.1 A
 ctions to address 6.1 A
 ctions to address 6.1 A
 ctions to address 6.1 A
 ctions to address
risks and risks and risks and risks and risks and
opportunities opportunities opportunities opportunities opportunities

6.1.1 General 6.1.1 General 6.1.1 General

6.1.2 Environmental 6.1.2 H

 azard identifica- 6.1.2 I nformation
aspects tion and assess- security risk
ment of risks and assessment
opportunities

6.1.3 Compliance 6.1.3 D

 etermination of 6.1.3 I nformation
obligations legal requirements security objectives
and other require- and planning to
ments achieve them

6.1.4 Planning action 6.1.4 Planning action

6.2 Q
 uality objectives 6.2 Environmental 6.2 OHS objectives and 6.2 O
 bjectives, energy 6.2 Information security
and planning to objectives and planning to achieve targets and planning objectives and plan-
achieve them planning to achieve them to achieve them ning to achieve them
them

6.2.1 Environmental 6.2.1 OHS objectives

objectives

6.2.2 P
 lanning actions to 6.2.2 Planning to achieve
achieve environ- OHS objectives
mental objectives

6.3 P
 lanning of changes 6.3 E
 nergy review

6.4 E
 nergy performance
indicators

6.5 Energy baseline

6.6 Planning for collec-

tion of energy data

Requirements for objectives

It must be taken into account that the various management systems

have to fulfill specific standard requirements, which may lead to
conflicts of objectives. One objective of the integrated management
system must therefore be to resolve these conflicts, to coordinate
objectives and to ensure clear, preferably quantifiable targets.

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High Level Structure – Integrated Management System

Chapter 7: Support DO

ISO 9001 ISO 14001 ISO 45001 ISO 50001 ISO 27001

7.1 Resources 7.1 Resources 7.1 Resources 7.1 Resources 7.1 Resources

7.1.1 General

7.1.2 People

7.1.3 Infrastructure

7.1.4 Process
environment

7.1.5 M
 onitoring and
measuring resources

7.1.6 Organizational
knowledge

7.2 Competence 7.2 Competence 7.2 Competence 7.2 Competence 7.2 Competence

7.3 Awareness 7.3 Awareness 7.3 Awareness 7.3 Awareness 7.3 Awareness

7.4 Communication 7.4 Communication 7.4 Communication 7.4 Communication 7.4 Communication

7.4.1 General 7.4.1 General

7.4.2 Internal 7.4.2 Internal

communication communication

7.4.3 E xternal 7.4.3 E xternal

communication communication

7.5 Documented 7.5 Documented 7.5 Documented 7.5 Documented 7.5 Documented
information information information information information

7.5.1 General 7.5.1 General 7.5.1 General 7.5.1 General 7.5.1 General

7.5.2 C
 reating and 7.5.2 C
 reating and 7.5.2 Creating and 7.5.2 Creating and 7.5.2 Creating and
updating updating updating updating updating

7.5.3 C
 ontrol of 7.5.3 C
 ontrol of 7.5.3 C
 ontrol of 7.5.3 C
 ontrol of
documented documented documented documented
information information information information

Sources: ISO standards

ISO 9001:2015 – Quality management systems – Requirements
ISO 14001:2015 – Environmental management systems - Requirements with guidance for use
ISO 45001:2018 – Occupational health and safety management systems - Requirements with guidance for use
ISO 50001:2018 – Energy management systems - Requirements with guidance for use
ISO/IEC 27001:2013 – Information technology - Security techniques - Information security management systems - Requirements

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 High Level Structure – Integrated Management System

Chapter 8: Operation DO

ISO 9001 ISO 14001 ISO 45001 ISO 50001 ISO 27001

8.1 O
 perational planning 8.1 O
 perational planning 8.1 O
 perational planning 8.1 O
 perational planning 8.1 O
 perational planning
and control and control and control and control and control

8.1.1 General

8.1.2 E
 liminating hazards
and reducing OHS
risks

8.1.3 M
 anagement of
change

8.1.4 Procurement

8.2 Requirements 8.2 Emergency 8.2 Emergency 8.2 Design 8.2 I nformation security
for products and preparedness and preparedness and risk assessment
services response response

8.2.1 Customer
communication

8.2.2 Determining
requirements

8.2.3 R
 eview of the
requirements

8.2.4 C
 hanges to the
requirements

8.3 D
 esign and develop- 8.3 Procurement 8.3 I nformation security
ment of products risk treatment
and services

8.3.1 General

8.3.2 D
 esign and devel-
opment planning

8.3.3 D
 esign and devel-
opment inputs
8.5 Production and
8.3.4 D
 esign and devel- service provision
opment controls
8.5.1 Control
8.3.5 D
 esign and devel-
8.5.2 I dentification and
opment outputs
traceability

8.3.6 D
 esign and devel- 8.5.3 P
 roperty belonging
opment changes to customers or
external providers

8.4 C
 ontrol of externally
8.5.4 Preservation
provided processes,
products and ser-
8.5.5 Post-delivery
vices
activities

8.5.6 C
 ontrol of changes
8.4.1 General

8.4.2 T
 ype and extent of 8.6 R
 elease of products
control and services

8.4.3 I nformation for 8.7 C

 ontrol of noncon-
external providers forming outputs

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High Level Structure – Integrated Management System

Chapter 9: Performance evaluation CHECK

ISO 9001 ISO 14001 ISO 45001 ISO 50001 ISO 27001

9.1 M
 onitoring, 9.1 M
 onitoring, 9.1 M
 onitoring, 9.1 M
 onitoring, measure- 9.1 M
 onitoring,
measurement, measurement, measurement, ment, analysis and measurement,
analysis and analysis and analysis and evaluation of energy analysis and
evaluation evaluation evaluation performance and the evaluation
EnMS

9.1.1 General 9.1.1 General 9.1.1 General 9.1.1 General

9.1.2 Customer 9.1.2 E

 valuation of 9.1.2 E
 valuation of 9.1.2 E
 valuation of
satisfaction compliance compliance compliance with
legal and other
requirements
9.1.3 A
 nalysis and
evaluation

9.2 I nternal audit 9.2 I nternal audit 9.2 I nternal audit 9.2 I nternal audit 9.2 I nternal audit

9.2.1 General 9.2.1 General

9.2.2 I nternal audit 9.2.2 I nternal audit

program program

9.3 M
 anagement review 9.3 M
 anagement review 9.3 M
 anagement review 9.3 M
 anagement review 9.3 M
 anagement review

9.3.1 General

9.3.2 Inputs

9.3.3 Outputs

Chapter 10: Improvement ACT

ISO 9001 ISO 14001 ISO 45001 ISO 50001 ISO 27001

10.1 General 10.1 General 10.1 General 10.1 Nonconformity and 10.1 Nonconformity and
corrective action corrective action

10.2 Nonconformity and 10.2 Nonconformity and 10.2 Incident, nonconfor- 10.2 Continual 10.2 Continual
corrective action corrective action mity and corrective improvement improvement
action

10.3 Continual 10.3 Continual 10.3 Continual

improvement improvement improvement

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 High Level Structure – Integrated Management System

Audited with added value

The integrated management system

The combined, simultaneous auditing of fully In order to increase the benefits for our cus-
integrated management systems offers numer- tomers with integrated management systems,
ous opportunities for organizations, as the cross- we focus on their multiple qualifications when
thematic assessment allows synergies to be selecting and training our auditors: on average,
utilized and, at the same time, interactions and your DQS auditors cover at least three standards.
contradictions between the different topics to be
identified. This applies equally to internal audits
and external certification audits, and requires a
well-coordinated, goal-oriented audit planning
between all parties involved.

Due to the new IAF (International Accredita-

tion Forum) requirements, auditors may use an
updated version of the Mandatory Document
(MD 11) for certification in order to better utilize
all synergy effects from the High Level Structure.

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High Level Structure – Integrated Management System

Conclusion

A company-specific, integrated management system has many advantages. Above all, it helps to avoid
conflicts of objectives and duplications of parallel management systems, to bundle resources and at
the same time to achieve effects of collaboration. Organizations whose management system is based
on the High Level Structure, e.g. in accordance with ISO 9001, have a noticeable advantage in the
integration and implementation of further, cross-standard requirements. When designing the system,
duplicate structures should be avoided in order to prevent redundancies as well as interface problems.
For further development of the system, joint, simultaneous auditing by auditors with multiple qualifi-
cations should be sought in order to identify potential for improved integration.

About the author

Rita Kagerer started her professional career as a process engineer,

QM manager and head of integrated management systems in leading
organizations in the semiconductor industry, among others. She is an
expert and long-standing DQS auditor for quality, environmental
protection, energy management and occupational safety.

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 High Level Structure – Integrated Management System

Our tip
Visit our workshops on the subject of

Integrated management systems

The structure
The internal audit

More at [Link]

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High Level Structure – Integrated Management System

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Issued: June 2022

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Simply
leveraging
Quality.

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