A multi-objective risk management approach to implement an integrated management system: Quality, security, environment

Author(s):  
Ahmed Badreddine ◽  
Taieb Ben Romdhane ◽  
Nahla Ben Amor
2021 ◽  
pp. 36-43
Author(s):  
Belmir Fouzi ◽  
Hanae El Idrissi ◽  
Jebbour Nouzha

Fes Airport, run by the National Airports‟ Office in Morocco, aspires to be certified by the ISO 9001: 2015 standard; Hereby, it has to meet the needs of the stakeholders‟ expectations in an attempt to promote the airport activities, it has also to take into consideration the risks that are related to the various actors who have well-set priorities and expectations.The aim of this article is to shed light on the interconnection between the various participants in an attempts to meet the new requirement 4.2 of the ISO 9001: 2015 and to examine the dangers of the integrated management system (QSE) taking into consideration the proposal of an action plan to monitor interfaces, and to promote the application of an integrated approach, in collaboration with concerned participants as well as the amelioration of an integrated management system to realize the various goals set by the different participants and satisfy the passengers.


2017 ◽  
Vol 57 (2) ◽  
pp. 393
Author(s):  
Sunny Barlow

Many organisations find it challenging to effectively integrate separate internal management systems and processes into one cohesive framework that supports organisational strategy. A management system is a framework of policies, processes and procedures developed to ensure an organisation can complete the tasks necessary to achieve its strategic objectives. International and industry standards typically take a functional view of management systems, often resulting in silos of information. In addition, inefficient and isolated safety, environmental, process safety, risk, compliance and quality management systems cost time and money, and can increase the likelihood of safety incidents in critical development and production environments. To support Woodside’s vision to be a global leader in upstream oil and gas, Woodside needed to establish a common approach to how it operates, wherever the location, and develop a strong foundation to support its strategic objectives. Woodside recently undertook an internally led company-wide project to renew its Woodside Management System (WMS) to improve integration between disparate functionally based management systems and capture the way we work more effectively. As part of the project, Woodside took the opportunity to redesign its WMS framework and streamline its processes and procedures by simplifying and removing duplicate or redundant existing information. Through the project, Woodside developed a single integrated management system that is independent of organisational structure and closely linked to our vision. The integrated control framework created within the WMS supports conformance to process and forms the foundation of assurance activities across the entire company. The WMS integrates a hierarchy of business processes, focused upon value stream activities, and clearly defines operational processes and activities. This paper discusses the objectives and outcomes of the project, some challenges during implementation and the change management approach to develop the culture and behaviours to drive continuous improvement and unlock the benefits of an integrated management system.


2015 ◽  
Vol 66 (1) ◽  
pp. 102-107
Author(s):  
Constantin Adrian Manea

Abstract The international management standards allow their integrated approach, thereby combining aspects of particular importance to the activity of any organization, from the quality management systems or the environmental management of the information security systems or the business continuity management systems. Although there is no national or international regulation, nor a defined standard for the Integrated Management System, the need to implement an integrated system occurs within the organization, which feels the opportunity to integrate the management components into a cohesive system, in agreement with the purpose and mission publicly stated. The issues relating to information security in the organization, from the perspective of the management system, raise serious questions to any organization in the current context of electronic information, reason for which we consider not only appropriate but necessary to promote and implement an Integrated Management System Quality - Environment - Health and Operational Security - Information Security


Author(s):  
V. Degtyareva

The article is devoted to the development of the innovative projects risk management system within the framework of the retailers` integrated management system in order to increase the corporate governance efficiency in general. In the research is identified the problem of the presence of a large number of risks accompanying the implementation of innovative projects of the retailers, including such risks as the risks of an unfavorable epidemiological situation development. In the article, the advantages and difficulties of the risk management system for innovative projects implementation within the framework of an integrated management system are analyzed and the recommendations for the development of its organizational and management structure, functionality and integration are given.


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