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Kristina Bombas Georgievska

How to perform the management review for an ISO 45001, 14001, and 9001 Integrated Management System

If you are searching for the best way to perform the management review for an Integrated Management System based on ISO 9001, ISO 14001, and ISO 45001, you will need to know more about the steps required. In this article, you’ll learn all you need to know about how to perform the management review in the IMS and understand its importance.

The importance of management review in the integrated IMS

The top management reviews its Integrated Management System (IMS) at planned intervals to ensure its continued suitability, effectiveness, and compliance with the strategic direction of the organization (point 9.3 of all three standards). The management review of the IMS should be conducted at a high level. While this is the case, it does not have to be an exhaustive review of detailed textual information, and it doesn’t have to be done at a separate review meeting. Depending on the size and dynamics of the company, the review topics don’t need to be reviewed all at the same time, and they can be part of a specific activity and / or part of regularly conducted management activities, such as operational board meetings.

However, the management review of the IMS gives a whole and complete picture of the IMS by providing useful information to the top management, in addition to confirming the business and strategic goals of the organization and identifying new business opportunities. If you need further help with the integration of these three standards, check out this practical toolkit: ISO 9001, ISO 14001, and ISO 45001 Integrated Documentation Toolkit.

Start with the top management

The standards require that the system be reviewed by top management – that is, the leader(s) or Managing Director of the company – because the review evaluates the performance of the IMS to ensure its alignment with the organization’s strategy (ISO 9001). It would not be feasible to conduct an effective review, if those responsible for the strategy were not present.

If you are the management representative for the Integrated Management System, you may not be able to ensure the presence of top management. But, if you’re a business leader, you will want to demonstrate your commitment to the management system with your own personal example and dedication in implementation, starting with becoming involved in the process of management review.

Learn more about Integrated Management Systems in the article How to integrate ISO 45001 with ISO 9001 and ISO 14001.

Steps to conduct an easier and more successful management review

Conducting the management review of an Integrated Management System that includes the requirements of several standards can be a real challenge, but it’s certainly not impossible. The following steps can help make your management review easier and more successful:

Management review for integrated ISO 9001, 45001, & 14001

Step 1 – Prepare inputs for management review.

The first step should include the preparation for the framework of input topics for the review (in accordance with p. 9.3.2 of ISO 9001; p. 3 of ISO 14001 and ISO 45001). Use a systematic approach to providing data on the input parameters for the management review. Preparing an environment for the systematic provision of information for the management to review during the meeting can be very useful; for example:

During business planning. Most of the data used in (and necessary for) business planning are inputs for the management review (elements from the context of the organization – SWOT, PEST(LE), SMART, stakeholder requests, etc.). Once defined with the business plan, they will be revised annually and set new objectives and action plans.

On-going feedback and documented information from process / activity owners. Depending on the period in which you intend to hold the management review meeting, request the process / activity owners to submit feedback on the status of the actions taken and, if necessary, update this information where applicable.

Database. Depending on the organization’s operation and applicable software / databases, you should provide monthly, quarterly, or annual reports for the input elements for the management review.

Step 2 – Prepare yourself.

Regardless of whether yours is a company with many years of experience in implementing a management system(s), or a business with little or no experience, prepare the materials for reviewing the Integrated Management System in a way that will facilitate the perception and focus of management on the most important segments:

Agenda. Prepare the topics that will be subject to review at the meeting. Point out the objectives of the review meeting.

PowerPoint presentation. Giving a presentation with the most important information for each input parameter is one of the most effective ways to present the information. Use tables, graphics, or pivot tables with clear, quantified information. Certainly, the reports or data used from the databases should be available if the top management requires additional insight to help them develop clear conclusions, decisions, and action plans.

The most important and relevant information (positive / negative / improvement opportunities). Try to highlight this information in order to keep the focus and attention of the top management on the most important issues / results, and thereby facilitate the conclusions, necessary decisions, and action plans.

Transparency. Inform top management about actual situations and conditions for certain requirements; do not just highlight positive things. This is the only way the management review will be effective.

Step 3 – Document outputs and plan how to monitor and follow up on results.

There should be documented information for all changes and actions as outputs from the review. The outputs must include decisions and actions (see point 9.3 of all three standards). Circulate the output meeting minutes and action plan as required and create a follow-up plan. Communicate the plan with the team members and ensure that all of them are aware and understand it, as well as the importance of the joint efforts toward achieving the management objectives and contributing to continual improvement.

By adopting a systematic approach in conducting the management review, the organization will not only easily maintain the Integrated Management System – it will also gain and build an organizational culture that will have long-term effects on continual improvement which, in turn, will benefit not only the organization, but its employees and other interested parties, as well.

Is the integrated management review worth it?

Of course, it’s worth it. The benefits of conducting a management review for an Integrated Management System are multi-sided; from a holistic and integrated approach, it saves operational activities like time and resources, reduces administrative activity, reduces repetition of effort, increases internal and external communication, and contributes to a systemic approach. But the company, through its employees, stakeholders, and top management, reaps the biggest benefit of fully, impartially, and transparently conducting a management review. The management review for an Integrated Management System of ISO 9001, ISO 45001, and ISO 14001 provides and leads the organization in continual improvement of its business and strategic planning.

To learn more about how to integrate the standards, download this free white paper: How to integrate ISO 9001, ISO 14001 and ISO 45001.


About the author:

Kristina Bombas Georgievska is a Manager of Laboratory and Quality Manager working in the civil engineering industry. She has spent the last 15 years working on implementation and auditing of international standards for quality management, environmental management, and health and safety management, as well as requirements for competence in testing laboratories and certification bodies for products and services. She holds a degree in Economics in Regional and Local Business Development and has more than two decades of professional experience in business administration and management, business and strategic planning, project management, and standards.

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