ISO9001+ISO14001+ISO45001 IMS Management System Manual
ISO9001+ISO14001+ISO45001 IMS Management System Manual
ISO9001+ISO14001+ISO45001 IMS Management System Manual
uk
HSEQ Management
System Manual
ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018
This document is the property of your organization. It must not be reproduced in whole or in part or otherwise
disclosed without prior written consent.
The official controlled copy of this document is the digitally signed PDF document held within our network server and
visible to all authorised users. All printed copies, and all electronic copies and versions, except the ones described
above, are considered uncontrolled copies which should be used for reference only.
www.iso-9001-checklist.co.uk
HSEQ Management System Manual
ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018
Contents
1 Approvals & Revision History _____________________________________________________________________________ 5
2 Introduction ________________________________________________________________________________________________ 6
6 Planning ___________________________________________________________________________________________________ 23
7 Support____________________________________________________________________________________________________ 34
8 Operations ________________________________________________________________________________________________ 42
10 Improvement ___________________________________________________________________________________________ 68
Appendices ____________________________________________________________________________________________________ 73
Your organization identifies, analyzes, monitors, and reviews factors that may affect our ability to satisfy our
customers and stakeholders, as well as; factors that may adversely affect the stability and integrity of our
processes and our management system.
To ensure that our organizational context is aligned with our strategy whilst taking account of relevant,
influential, internal, and external factors; your organization collates and analyzes information pertinent to those
influential factors to identify issues that have the potential to be affected by our activities, products, and
services.
Similarly, we identify internal and external issues that could be capable of affecting our organization’s ability
to deliver products, services, or activities. Broadly, these issues are defined as:
• Internal issues – conditions related to our organizational activities, products, services, strategic
direction, culture, people, knowledge, processes and systems. Using SWOT analysis provides our
organization with framework for reviewing and evaluating our strategies, and the position and
direction of our organization, business propositions and other ideas;
• External issues – conditions related to cultural, social, political, legal, regulatory, financial,
technological, economic, competition at local, national or international levels. Using PESTLE analysis
provides our organization with framework for measuring our market and growth potential.
Your organization assesses information about our influential factors to ensure that a continual understanding
of the relevance of each factor is derived and maintained. To facilitate the understanding of our context, we
regularly consider issues that influence our business during management review meetings, the results of which
are conveyed via minutes and business planning documents.
Top management also ensures that customer requirements are understood and met. Customer requirements
are understood, converted into internal requirements, and communicated to appropriate personnel within the
organization.
Customer complaints and other customer feedback are continually monitored and measured to identify
opportunities for improvement. We continually look for ways to interact directly with our customers to ensure
that we focus on their unique needs and expectations.
The Top management has overall responsibility for defining, documenting, implementing, and reviewing our
policies in consultation with the management teams and other personnel or their representatives. The policies
are reviewed at least annually, as part of the management review programme or at a frequency determined
by:
1. Changes in organizational context (Refer to Section 4.1);
6 Planning
6.1 General
In order for our organization to have a successful HSEQ management system, we consider and manage the
risks and opportunities relating to our stakeholders, our external and internal context, and our HSEQ aspects.
This process uses the information collected during our context evaluation (SWOT & PESTLE), stakeholder and
interested party analysis, and the evaluation of our aspects.
Top management then considers the risks and opportunities that we manage to ensure that our HSEQ
management system meets its intended outcomes, manages external environmental conditions, and achieves
continual improvement.
Once the significant or material risks and opportunities are identified, our organization plans actions to mitigate
perceived risks or take advantage of opportunities. Action is taken in a variety of ways using our HSEQ
management system processes via setting objectives, targets, policies, operational control or emergency
preparedness, supplier evaluation, or other business processes.
Top management is responsible for incorporating risk-based thinking into our organization's culture. This
includes the establishment of risk management policies and targets to ensure the effective implementation of
risk and opportunity management principles throughout the lifecycle of our products, activities, or services by:
1. Providing sufficient resources to carry out risk and opportunity management activities;
2. Assigning responsibilities and authorities for risk and opportunity management activities;
3. Reviewing information and results from audits and risk and opportunity management activities.
The scope of your organization’s risk and opportunity management process is communicated by the Risk &
Opportunity Procedure which includes a methodology for the assessment of the internal and external issues
The audit is conducted according to the Internal Audit Procedure to ensure that timely corrective actions are
implemented to correct any deficiencies found. The results of the audits are recorded and submitted to the
personnel having responsibility in the area audited. The results of the internal quality audits are summarized
for discussion at management reviews.
Supporting documentation:
Doc No. Title & Description
P0920-01 Internal Auditing Procedure
Each management review meeting may require multiple subjects and departmental input and rely upon
multiple metrics and data analysis. When more frequent meetings are conducted, the meeting agenda is
reduced to focus on customer-critical issues, with the full review cycle of the HSEQ occurring annually.
In response to changing or special conditions and events, the frequency of management review activities will
increase.
In summary, a Senior Director chairs the HSEQ Review Meeting. The review group is coordinated and recorded
by the HSEQ Manager. To ensure that the review group includes each of the requirements of ISO 9001, ISO
14001 and ISO 45001, a Management Review Agenda & Minutes is prepared issued and distributed by the HSEQ
Manager as appropriate.
Appendices
A.1 Interaction of Processes
Customers & Interested Parties
CHECK ACT
A. New or
1. Receive 2. Contract 3. Produce 4. Order
Existing
Order Review Quote Acceptance
Product?
Existing New
Defects
Defects