scholarly journals Comprehensive Approach to Achieving Business Continuity and Sustainable Success of the Transport Organization

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Vitomir T. Miladinović ◽  
Dragutin Jovanović
Keyword(s):  
Continuous Improvement ◽  
Environmental Influences ◽  
Business Environment ◽  
Comprehensive Approach ◽  
International Standards ◽  
Management Systems ◽  
Business Continuity ◽  
Transport Organization ◽  
Number Of Factors ◽  
Integration Of Management Systems

Achieving business continuity and sustainable success of the transport organization requires a comprehensive approach that involves the consideration and resolution of a large number of factors that affect its business and arise from the specifics of its activities. Based on the author’s experiences, in this paper discusses issues of importance for achieving sustainable success and business continuity of the transport organization in a modern, very complex and dynamic business environment. Coordinated consideration and resolution of all these issues is the essence of an approach that enables the achievement of expected results. As a the most important factors for achieving the organization’s ability to achieve sustainable success and business continuity the following factors are highlighted: understanding the context of the organization, the organization’s resilience to environmental influences, application of approaches “Risk-based thinking” and “Risk-based management”, integration of management systems, continuous improvement and application of international standards for management systems. The application of the described approach is possible, except in transport, in other organizations, taking into account its specifics.

FRONTIERS OF ENVIRONMENTAL REGULATION-ENVIRONMENTAL MANAGEMENT SYSTEMS: A REGULATOR'S PERSPECTIVE

1996 ◽  
Vol 36 (1) ◽  
pp. 638
Author(s):  
M. J. Stone
Keyword(s):  
Environmental Management ◽  
Environmental Performance ◽  
Systems Approach ◽  
Leading Edge ◽  
Business Environment ◽  
International Standards ◽  
Iso 14001 ◽  
Management Systems ◽  
Environmental Management Systems ◽  
Management Approach

Leading edge companies throughout the world have embraced management systems to achieve optimal sustainable performance in the ever changing business environment of the 1990s.Given that the natural environment and environmental performance have become one of the major issues affecting organisations, the need for integrating environmental management with all the other components of an organisation's overall management approach is now widely recognised.Systems interface best with systems. For environmental management to interface effectively with an organisation's other management systems, a systems approach to environmental management would seem the best. The release in November last year of the draft international standards (ISO 14000 series) on environmental management systems (EMS) has provided organisations with an internationally recognised means for this to occur and provided an additional benchmarking tool.It follows that environmental regulatory systems are required to enable regulators to effectively interface with company EMSs. Regulatory theory suggests that outcomes-based approaches are preferable to prescriptive approaches. Those parts of EMS standards which detail the requirements for particular system elements could provide the nexus for the company, regulator and community in future co-regulatory frameworks.These EMS standards refer to both regulators and the community as 'Interested Parties' being either 'concerned with or affected by the environmental performance of an organisation'.The Interim EMS specifications standard, released in Australia and New Zealand as AS/NZS ISO 14001(Int):1995 refers to 'Interested Parties' in only two EMS elements, 'Objectives and Targets' and 'Communication'. It is here that there are potential benefits and opportunities for companies, regulators and the community to cooperate in the emerging climate of these new international standards.

Model based integration of management systems (MSs) – case study

2016 ◽  
Vol 28 (6) ◽  
pp. 907-932 ◽  
Author(s):  
Manuel Ferreira Rebelo ◽  
Rui Silva ◽  
Gilberto Santos ◽  
Pedro Mendes
Keyword(s):  
Industrial Organization ◽  
Business Environment ◽  
Added Value ◽  
Management Systems ◽  
International Electrotechnical Commission ◽  
Holistic View ◽  
Content Type ◽  
Use Of Resources ◽  
Integration Of Management Systems

Purpose The purpose of this paper is to present a case study regarding the deployment of a previously developed model for the integration of management systems (MSs). The case study is developed at a manufacturing site of an international enterprise. The implementation of this model in a real business environment is aimed at assessing its feasibility. Design/methodology/approach The presented case study takes into account different management systems standards (MSSs) progressively implemented, along the years, independently. The implementation of the model was supported by the results obtained from an investigation performed according to a structured diagnosis that was conducted to collect information related to the organizational situation of the enterprise. Findings The main findings are as follows: a robust integrated management system (IMS), objectively more lean, structured and manageable was found to be feasible; this study provided an holistic view of the enterprise’s global management; clarifications of job descriptions and boundaries of action and responsibilities were achieved; greater efficiency in the use of resources was attained; more coordinated management of the three pillars of sustainability – environmental, economic and social, as well as risks, providing confidence and added value to the company and interested parties was achieved. Originality/value This case study is pioneering in Portugal in respect to the implementation, at the level of an industrial organization, of the model previously developed for the integration of individualized MSs. The case study provides new insights regarding the implementation of IMSs including the rationalization of several resources and elimination of several types of organizational waste leveraging gains of efficiency. Due to its intrinsic characteristics, the model is able to support, progressively, new or revised MSSs according to the principles of annex SL (normative) – proposals for MSSs – of the International Organization for Standardization and the International Electrotechnical Commission, that the industrial organization can adopt beyond the current ones.

New approaches to improving enterprise management systems using international models and standards in a digital transformation environment

2020 ◽  
pp. 24-29
Author(s):  
V.V. Silaeva ◽  
◽  
V.P. Semenov ◽  
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Digital Transformation ◽  
International Standards ◽  
System Model ◽  
Management Systems ◽  
Enterprise Management ◽  
Integrated Management System ◽  
New Approaches ◽  
Iso 31000

The relevance of creating integrated management systems for enterprises in a digital transformation environment is proved. New approaches to improving the management system in accordance with the new European excellence model (EFQM 2020) and international standards for achieving sustainable success and risk management are described. Approach to the development of integrated management system model based on the new EFQM 2020 model and international standards such as ISO 9004:2018 and ISO 31000:2018 is offered.

COMPARATIVE ANALYSIS OF INTERNATIONAL STANDARDS IN THE FIELD OF NON-FINANCIAL REPORTING AND THE PRACTICE OF THEIR APPLICATION

2021 ◽  
Vol 2 (4) ◽  
pp. 146-152
Author(s):  
E. V. ANDRIANOVA ◽  
◽  
P. S. SHCHERBACHENKO ◽  
Keyword(s):  
Financial Reporting ◽  
Financial Statements ◽  
Business Environment ◽  
International Standards ◽  
Positive Trend ◽  
Financial Indicators ◽  
Additional Tool ◽  
Foreign Companies ◽  
High Level ◽  
Source Of Information

This article discusses and analyzes the most popular standards of non-financial reporting, which has a significant impact on the transformation of the business environment. Already, domestic and foreign companies with a high level of responsibility are beginning to publish non-financial statements in addition to financial statements, which is an additional tool for communication with stakeholders and a new source of information about their activities. To date, reports of this type are clearly unregulated, there are no verification standards, however, there is already a positive trend and the active introduction of non-financial indicators in the regular reporting of companies.

scholarly journals On corporate risk management practices in Romanian companies

2009 ◽  
Vol 3 (5-6) ◽  
pp. 85-89
Author(s):  
Alexandra Horobet ◽  
Sorin Dumitrescu ◽  
Cosmin Joldes
Keyword(s):  
Risk Management ◽  
Management Practices ◽  
Business Environment ◽  
Management Systems ◽  
Corporate Risk Management ◽  
Management Approaches ◽  
Traditional Approaches ◽  
Corporate Risk

The purpose of this paper is to provide an understanding of corporate risk management practices in Romanian companies, by investigating the risk management approaches Romanian companies take. Our main findings are that Romanian managers are not aware of the magnitude of exposure their companies have to various types of risk – hazard, operational, financial and strategic risks, while they are able to manage rather well all these risks, even the ones that have the lowest impact on the business. At the same time, risk management systems employed by Romanian companies are rather inarticulate and based on traditional approaches towards risk management, which might represent by itself a major source of risk, given the complexity of the business environment they face.

scholarly journals Agile and Lean approaches: possibilities of application in local self-government bodies of Ukraine

2020 ◽  
Vol 8 (6) ◽  
pp. 70-80
Author(s):  
Olena Bortnik
Keyword(s):  
Local Government ◽  
Best Practices ◽  
Public Administration ◽  
Continuous Improvement ◽  
Local Governments ◽  
Management Practices ◽  
Mutual Influence ◽  
Management Systems ◽  
Iso Standards ◽  
Private And Public

The article considers the concepts and history of Agile and Lean, the possibility of application in local self-government in Ukraine, analysis of the experience of local government in other countries. The aim of the article is to find ways to learn the best experience to improve the work of local self-government in Ukraine.Foreign publications related to the possibility of implementing the Agile methodology in the field of public administration and local self-government are analyzed. Examples of interaction and mutual influence of Agile and Lean are given. Demonstrates how references in international ISO standards to the above-mentioned methodologies, values and ways of thinking are used. ISO standards for management systems are universal and can be applied by both private and public sector organizations. One of the main ideas behind the standards is continuous improvement based on the PDCA cycle, and organizations that have implemented management systems such as ISO 9001 can use international best practices, tools and techniques to improve efficiency and effectiveness, satisfaction of customers and other interested parties and reduce unwanted losses. Such methods are those which are considered in this article. Historically, most management practices have emerged in the private sector, driven by a competitive environment. And then adapts to public administration and local government. In Ukraine, the process of decentralization of local self-government is gaining momentum. Sustainable development of local self-government is the basis for ensuring the comfort and quality of life of the local communities. In a rapidly changing environment, there is a need to find new management approaches. It is proposed to conduct short-term pilot projects to test the Agile method in local governments. It is advisable to include consideration of the methods specified in the article in training and retraining of employees. Continuous improvement requires, first of all, a change in organizational culture and awareness and involvement of staff for the most effective implementation of world best practices.

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