MANAGED IMPLEMENTATIONS

Implementing an ISO management system can be a success defining moment, prompting customers to bring alignment between their strategy and current way of operation. A decision to implement an ISO system is often taken when the company is seeking to expand, or trying to enter a new market, placing an enormous demand on management resources and attention. Under these demanding circumstances the effort and skill required to implement an ISO system is often underestimated and gets bogged down in the detail of day-to-day pressures exerted on the responsible managers.

With our Managed Implementations, BEP allows customers to focus on their core business activities while we develop, document and guide the implementation of a planned ISO or Tailings management standard. As part of our implementation program, we align your ISO Management System to applicable statuary, legal, contractual and other requirements.

During a Managed Implementation BEP focuses on establishing a tailor-made system that will enable a customer organisation to operate efficiently in the domain of a chosen standard. The implementation of an ISO or Tailings Management System enables customers to streamline organisational processes, improve business performance, lower risk and enhance their overall ability to interpret and meet market requirements. Customers who embed their Management System as the 'way they operate' will establish a culture of continual improvement that will enhance their ongoing competitiveness.

The timeframe needed to implement a customer ISO or Tailings Management System will depend on the geographical layout of facilities, the scope of products and services, the risk management profile, the organisational structure, the employee and contractor complement, the complexity of processes and activities, and overall commitment from management. Typical implementations range from 3 months to a year and even slightly longer when an implementation includes third-party certification. The reason third-party certification extends implementation time-frames, is because the implemented Management System must generate all planned documented information, as evidence that processes were implemented across the organisation.

BEP applies a four-step process to implement an effective ISO or Tailings Management System:

Phase 1: Establish a baseline

Most customer organisations already maintain some form of Management System to execute their business processes related to the ISO standard they plan to implement. To cut out unnecessary costs, BEP starts off by evaluating the effectiveness of the customer’s current Management System. We perform a Status Assessment to review the implemented Management System and documented information against the requirements of the ISO or Tailings standard.

This Status Assessment provides an indication of the extent of work necessary to bring the customer Management System in compliance with the requirements of the ISO or Tailings standard. The outcome of this assessment allows BEP to prepare a customer proposal to close the identified gaps and conform to the requirements of the ISO or Tailings standard. The proposal will be in the form of an implementation plan that lists the action steps necessary to meet the requirements of the intended standard.

Phase 2: System design and awareness

At the start of phase two BEP engages with senior management to select an implementation team headed by a responsible customer manager representative with a supporting senior manager from each department of the business. This team plays a critical role to ensure that implementation targets are met, that the change are managed in accordance with the company culture and that the proposed Management System is embedded to yield intended outcomes.

With the implementation plan accepted, BEP starts off by engaging with customer employees through dedicated classroom training to provide foundational knowledge concerning the standard, discussing the benefits of implementing the standard and explaining the steps of the implementation plan. The training program also gives employees greater insight on how their daily roles might be impacted and how implementing the standard might benefit the organisation in the marketplace.

The customer organisation’s core and support processes are mapped out to enable effective control over the individual processes that are applicable to the implemented standard. During the process mapping exercise, the combination and interaction of processes are also considered. BEP then engage with the senior management team to define the ISO or Tailings policy and determine measurable objectives in line with the company’s mission, vision and values. Employee roles and responsibilities are reviewed and adjusted to meet the requirements of the ISO standard.

Next the system manual and documented information are set up to meet the standard’s requirements in line with the customer’s corporate identity. BEP then reviews and adjusts significant customer risks, opportunities and treatment plans as required by the standard’s risk-based thinking approach.

Phase 3: System implementation and review

Once the system design is completed it is time to implement the Management System and generate at least 3 – 6 months system records for customers pursuing certification. The successful implementation and continued functioning of the Management System now depends on the ownership of managers and employees demonstrated through achievement of policy objectives. Managers and employees are therefore trained through a set of workshops to apply the Management System to their workplaces, generate the required records, evaluate their performance against planned outcomes, resolve abnormalities and sustainably improve efficiencies going forward.

To verify, respond to and improve the status of the management system against planned outcomes an internal audit and system maintenance program are established with the responsible managers. Training workshops are held with responsible managers and employees to transfer skills concerning internal audit, non-conformance, corrective action, risk assessments and Management System review.

After completing the initial scheduled internal audits and when the management system has been running for at least 6 months it is time to review progress against planning. A first management review is conducted to help the customer evaluate the performance of the Management System, consider and respond to inputs from customers and other parties, identify any underlying issues and plan corrective and improvement actions to meet the standards requirements. Prior to the management meeting customers are assisted to take prompt action, prepare the necessary reports and make the necessary corrections with supporting documented information where required.

Phase 4: Certification

BEP is not registered as a certification body and cannot influence the cost associated with third party certification. If the need exists BEP can give advice and support in preparation for and during the execution of a certification audit, but certification auditors would want to see proof that the customer owns and successfully operate their Management System.

When choosing a reputable certification body, they should be accredited, and their accreditation body linked with the International Accreditation Forum (IAF).