Over the past two decades, there has been an increasing trend of organizations implementing simultaneously two or more management systems. The structural similarities of these systems - despite the diversity of their fields of application, such as occupational health and safety for OHSAS 18001, and environmental management for ISO 14001 - have enabled many organizations to integrate different systems into a single one, rather than implementing them separately from one another. The purpose of this paper is to examine in depth a case of integration of the ISO 14001 and OHSAS 18001 systems, using a construction company as a research setting, in order to draw conclusions about the level of integration achieved, as well as the benefits, the problems, and the critical success factors of this endeavour. The findings of this study show that both the company's devotion to the fulfillment of the critical success factors and the identical structure of the two systems under consideration have facilitated the successful outcome of integration. However, this does not automatically imply that the company adopted the idea of full integration. Instead, the maximization of integration benefits and the elimination of related problems was achieved through the company's conscious choice to proceed with partial integration, keeping separate manuals, policies, and risk management procedures for each system. This study will be useful in order to understand that partial integration is a perfectly acceptable and realistic solution that, under certain circumstances, may even have a better cost-benefit ratio than full integration.

Management system standards have been adopted by millions of organizations around the world. With such widespread use, comes many questions on not only the standards themselves,but how to use them, and for those considering multiple standards, how to maximize and leverage their common features. In Integrated Management Systems: Leading Strategies and Solutions, the authors use their wealth of knowledge and practical experience inHealth Safety, Environment and Quality Management System(HSEQ) Standards to profile how best to use and integrate these management system standards into your day to day operations and business models.

Updated to the latest standard changes including ISO 9001:2015, ISO 14001:2015, and OHSAS 18001:2016 Includes guidance on integrating Corporate Responsibility and Sustainability Organizations today are implementing stand-alone systems for their Quality Management Systems (ISO 9001, ISO/TS 16949, or AS 9100), Environmental Management System (ISO 14001), Occupational Health & Safety (ISO 18001), and Food Safety Management Systems (FSSC 22000). Stand-alone systems refer to the use of isolated document management structures resulting in the duplication of processes within one site for each of the management standards—QMS, EMS, OHSAS, and FSMS. In other words, the stand-alone systems duplicate training processes, document control, and internal audit processes for each standard within the company. While the confusion and lack of efficiency resulting from this decision may not be readily apparent to the uninitiated, this book will show the reader that there is a tremendous loss of value associated with stand-alone management systems within an organization. This book expands the understanding of an integrated management system (IMS) globally. It not only saves money, but more importantly it contributes to the maintenance and efficiency of business processes and conformance standards such as ISO 9001, AS9100, ISO/TS 16949, ISO 14001, OHSAS 18001, FSSC 22000, or other GFSI Standards.

Updated to the latest standard changes including ISO 9001:2015, ISO 14001:2015, and ISO 45001. Includes guidance on integrating Corporate Responsibility and Sustainability. Organizations today are implementing stand-alone systems for their Quality Management Systems (ISO 9001, ISO/TS 16949, or AS9100), Environmental Management System (ISO 14001), Occupational Health & Safety (ISO 18001), and Food Safety Management Systems (FSSC 22000). Stand-alone systems refer to the use of isolated document management structures resulting in the duplication of processes within one site for each of the management standards-QMS, EMS, OHSAS, and FSMS. In other words, the stand-alone systems duplicate training processes, document control, and internal audit processes for each standard within the company. While the confusion and lack of efficiency resulting from this decision may not be readily apparent to the uninitiated, this book will show the reader that there is a tremendous loss of value associated with stand-alone management systems within an organization. This book expands the understanding of an integrated management system (IMS) globally. It not only saves money, but more importantly it contributes to the maintenance and efficiency of business processes and conformance standards such as ISO 9001, AS9100, ISO/TS 16949, ISO 14001, OHSAS 18001 / ISO 45001, FSSC 22000, or other GFSI Standards.

Maximizing reader insights into a new movement toward leadership approaches that are collaborated and shared, and which views Occupational Safety and Health (OSH) and performance excellence within the wider examination of leadership relationships and practices, this book argues that these relationships and processes are so central to the establishment of OSH functioning that studying them warrants a broad, cross-disciplinary, multiple method analysis. Exploring the complexity of leadership by the impact that contexts (e.g., national and organizational culture) may have on leaders, this book discusses the related literature, then moves forward to show how a more comprehensive practical approach to Occupational Safety and Health and performance excellence can function on levels pertaining to events, individuals, groups, and organizations. This book proposes that greater clarity in understanding leadership in Occupational Safety and Health and performance excellence can be developed from addressing two fundamental issues. Firstly, how do subunit inputs and processes combine to produce unit-level outcomes and how does leadership affect this process? Secondly, how do the leaders influence the way that individual-level inputs are combined to produce organizational outputs. In these issues, the alternative methodologies that allow precise measurement of organizational outputs in OSH and performance excellence are reviewed. To help readers navigate through the best practices, each chapter contains Question Guidelines, Exercises and Case studies which illustrate the concepts discussed and which serves to highlight the key evidence demonstrating that collaborative leadership can positively affect individual, group, and organizational level outcomes, including organizational OSH and performance excellence.

The methodology included in this book contributes to the practical application of evaluating all the requirements of the ISO 9001, 45001 and 14001 standards, serving as a reference for the diagnoses of companies in terms of integrated management systems. Why designing an integrated management system?, because it would increase the effectiveness and efficiency in management and in the achievement of goals, improve the responsiveness of the organization to new needs or expectations of stakeholders, increase the possibility of competing in the international market, simplify and reduce documentation, records, resources, administrative work, maintenance costs of the system and improve both internal communication and external image, achieving greater confidence to customers and suppliers. Being the most favorable option to lay the foundations for occupational, health, safety and environmental protection while increasing productivity and reinforcing the adoption of total quality. Does your organization comply with the requirements established by the ISO 9001, ISO 45001 and ISO 14001 standards?, What are the processes and documents needed to comply with the standards?, What resources are needed to implement and maintain an integrated management system?, giving precise answers to these questions are of great importance and necessity to convince and guide the top management and workers to support and promote the good practices involved in the development of an integrated management system.