integrated management system manual - complete utilities

Integrated Management SystemManual

CU-IMS-MAN

Version 05 | Sept 2020

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Reproduction of this manual, in whole or in part, or disclosure to any person outside the organisation is not allowed without prior consent.

IMS Manual Amendment Record

Issue Number Date Proceedure and Page Number Reason for Change Authorised

by

Draft 5 Feb 13 All Initial write up of document SC

1 08 Jul 13 All First issue of approved document SC

2 14 Apr 14 Section 1

Updating of the wording of the scope to match that declared to the accreditation body and to identify

and justify the exclusion of Section 9 – Design and Development.

SC

3 19 May 14 Section 1Updating of the wording of the

exclusion to show Section 7.3 – Design and Development.

SC

4 02-Oct-17 AllGeneral review and update to align with ISO 9001:2015 and

ISO 14001:2015 SC

5 07/09/2020 All General review and update to align with ISO 45001 COG

Integrated Management System Manual

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Table Of Contents

Scope .......................................................................................................................................................................................................................... 4

System Documentation .............................................................................................................................................................................. 4

Context of the Organisation .................................................................................................................................................................... 4

Leadership .............................................................................................................................................................................................................. 4

HSEQ Policy ............................................................................................................................................................................................................5

Organisational Roles, Responsibilities and Authorities .....................................................................................................5

Planning ....................................................................................................................................................................................................................6

Support ......................................................................................................................................................................................................................6

Operation .................................................................................................................................................................................................................7

Performance Evaluation ........................................................................................................................................................................... 10

Improvement........................................................................................................................................................................................................11


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1 ScopeThe scope of the system is described as:

“The provision of support services and systems, including the recycling of aggregate, to the water, energy, telecommunications and civil engineering industries”.

The IMS covers our operations at:

y Overton Farm (HQ, company and operational management, stores, wash plant, training, IT)

y Newent (vehicle and plant maintenance, procurement)

y Site activities

Link TM is excluded from this scope as they have their own management system.

2 System Documentation The IMS system documentation is available on the company SharePoint site.

3 Context of the organisation The context of the organisation can be found in the following documents:

Link to CU-IMS-04-1v1 Context of the Organisation

Link to CU-IMS-04-2v1

Link to CU-IMS-01-04v1 Context of the Organisation

4 Leadership The Managing Director, supported by the Senior Management Team (SMT), is committed to taking accountability, providing leadership and support to the effectiveness and ongoing continual improvement of the IMS.

The HSEQ&T Manager has responsibility for the ongoing leadership of the IMS. The day-to-day management of the processes and systems is delegated to the HSEQ&T Team and all managers.

The top management has recognised that the relationships with customers is crucial for the ongoing success of the business.


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5 HSEQ Policy The HSEQ is signed by the Managing Director and is displayed within the main office and forms part of the Gang Pack.

Link to HSEQ Policy Statement

The policy will be communicated to interested external parties when relevant or requested by them.

A copy of the IMS is held electronically within the company’s intranet system.

6 Organisational Roles, Responsibilities and Authorities Top management have defined the organisation and roles, responsibilities and authorities of its employees. All employees have been informed of the responsibilities relating to their role.

Roles and responsibilities are documented in job descriptions and role descriptions.

Link to CU-IMS-05-3 Roles and responsibilities


Steve Chaplin

CEO

Cathal O’Grady

Managing Director

Sharon Walters

Business Co-Ordinator / PA

Romy Donnelly

HR & Payroll Manager

John DowdsSupport Services

& Facilities Manager

Phil YardleyReinstatement,

Traffic Management & Logisitcs Manager

Caine EdwardsProgramme Manager

Dan TownsendFinance & IT Manager

John HopkinsCommercial Manager

Derek MilesHSEQ &

Training Manager

Wayne GardinerContracts Manager for Waste & Water

Gareth YardleyOperations Manager

for Telecoms, Fibre & Power

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7 PlanningThe company has taken into account the context of the organisation and the needs and expectations of the interested parties when addressing the risks and opportunities presented to it.

HSEQ objectives are set at company level having taken into account the requirements of the standards, and the ability of the departments within the company to achieve them.

All changes will be either planned or as a result of incidents or changes.

The risks to the process or business are to be considered prior to the changes being made. The details of any risks and the actions taken to mitigate them are to be documented on the corrective action form.

Any system changes will be documented and controlled via the corrective action system.

All changes will be identified in the relevant documents and reviewed at the management review meeting.

8 Support The SMT and departmental managers will determine and provide the necessary resources to establish, implement, maintain and continually improve the IMS.

The numbers of employees to operate the necessary processes and systems required to ensure that all the business functions efficiently are decided at SMT level with input from the departmental managers.

The infrastructure requirements including buildings and utilities, process machinery and plant, computer systems and transport for the company is controlled at SMT level.

All activities are carried out within an environment which is safe, efficient, non-discriminatory and stress-free thus ensuring that the products and services are delivered in a way that ensures that the customers and end users are provided with high quality products which are in line with customer service expectations.

The external suppliers of materials and items supplied to the company carry out monitoring and measuring of the items they supply to ensure that they comply with legal requirements, quality and industry standards. The suppliers will, if required, supply certificates of conformity.

The departments ensure that the items supplied are of the correct size and configuration for use.

Internal audits and departmental reviews may include sampling, inspections and non-conforming materials and products.

Key processes are monitored and reported on to allow comparison of performance against objectives. It is the responsibility of departmental managers to act on these performance measures, taking necessary action to ensure objectives are met and processes are under control.


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The tasks undertaken by the employees are wide and varied. All undergo an induction. There is a process in place to assess the qualifications, skills and training of all employees. This is entered onto a skills matrix. This is used to assess the skills within each department. The induction process is managed by the HSEQ Manager, all other training and skills are managed by the departmental manager.

The vast majority of the tasks undertaken by the employees are skills based and do not require formal qualifications, there are nevertheless a number of roles which do require formal qualifications. However all roles require a reasonable level of computer literacy a reasonable level of educational achievement. We ensure that all employees and contractors are competent to undertake their role, based on education, training and experience.

The company has put in place a training process where employees are trained and made aware of the HSEQ policy, their contribution to the IMS and the implications of not conforming to the requirements. The HSEQ objectives are documented and shared within departmental meetings.

The company has a communication process in place. It will communicate on all matters relating to the IMS, the communications will be carried out when required and will involve all of the affected employees, customers and other interested parties. The communications will generally be carried out by the departmental managers except when the company deems it necessary for another person to carry out the exercise.

Communications are carried out by a variety of means these will include team briefings, toolbox talks, emails, mail shots, notices, customer meetings. Direct communications with employees will be recorded on their training records.

All relevant documents and procedures are controlled via a version number and date. All documentation will bear a unique identification number, version and date. All documented information will be created and updated in line with the process. When updating documents and processes the risks to the business associated with the change are to be considered and documented.

Documented information will be controlled under the process laid down in the documented information procedure.

9 OperationThe company plans and operates their own activities. This is supported by a variety of specialist computer systems designed and managed by customers. There are some systems which have been developed internally.

The company provides information relating to products and services in various formats, these may be electronically via the company website or by email, verbal via the telephone or face to face, or in hard form.

Queries are routed to the relevant person who has internal procedures for dealing with each type of query. All client complaints are investigated; corrective actions documented where appropriate and reported to top management for visibility.


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The range of products supplied by the company is led by and dependent on the requirements of the customers and end users. In addition the company will identify gaps or opportunities in the market to offer new products.

The company can undertake design and development projects and will ensure that product design is completed to the drawings and material list with the minimum potential for issues by using experienced and technically competent personnel in the initial stages.

The company continually reviews the products they offer to ensure that they are compliant with all relevant legislation and industry standards. In addition they analyse market trends to identify changes in design and customer requirements.

They will ensure they have the ability to meet the requirements for products and services to be offered to their customers and will conduct a review before committing to supply products and services to a customer.

The company monitors changes in standards, legislation and trends and reacts to changes by ensuring that relevant documented information is amended, and that relevant persons are made aware of the changed requirements, when the requirements for products and services are changed.

The company does not design products. They select components from the ranges sold by their suppliers and assemble or lay the products required by their client. On occasion the company may ask a supplier to supply an item to a new specification, however it is the supplier’s responsibility to supply the item to the required specification. The dimensions of the finished items are supplied by the clients.

The company shall ensure that externally provided processes, products and services conform to requirements.

Providers of both products and services are subjected to reviews annually or sooner should the standards of items or services supplied drop or if serious concerns are raised.

All information provided to external providers is either written within purchase orders or attached to orders. The orders are tracked via the order logs and inspected for compliance with the order on receipt.

External suppliers are evaluated via our supplier evaluation process when taken on and at regular intervals.

The company buyer shall ensure the adequacy of requirements prior to acceptance of new suppliers for all safety critical items. For non-safety critical items this will be reviewed dependent upon financial implications.

The information raised by the measuring and monitoring of our process together with performance data is reviewed by top management at appropriate intervals.

It is the intention of the IMS to provide a framework for continual improvement. Improvement may be made by way of small incremental improvements in the effectiveness and efficiency of our operation. Each opportunity shall be considered on its merits to determine the most appropriate approach to be applied.

The company shall use suitable means to identify outputs when it is necessary to ensure the conformity of products and services.


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They shall identify the status of outputs with respect to monitoring and measurement requirements throughout production and service provision.

The company shall control the unique identification of the outputs when traceability is a requirement and shall retain the documented information necessary to enable traceability.

The company shall exercise care with property (customers goods prior to delivery, intellectual property and data) belonging to customers or external providers while it is under the company’s control.

The company shall identify, verify, protect and safeguard customers’ or external providers’ property provided for use or incorporation into the products and services.

When the property of a customer or external provider is lost, damaged or otherwise found to be unsuitable for use, the company shall report this to the customer or external provider and retain documented information on what has occurred.

Items that are delivered to the company are stored in a suitable stores or external locations. It is considered that the items stored externally will not degrade due to exposure to the weather.

The company carries out a number of post-delivery activities. These include onsite investigations and corrections of product related issues. The majority of the products are covered by a warranty, the length of cover is dependent on the project.

The company shall meet requirements for post-delivery activities associated with their products and services. In determining the extent of post-delivery activities that are required, the company shall consider:

y Statutory and regulatory requirements;

y The potential undesired consequences associated with its products and services;

y The nature, use and intended lifetime of its products and services;

y Customer requirements;

y Customer feedback.

The company shall review and control changes for production or service provision, to the extent necessary to ensure continuing conformity with requirements.

They shall retain documented information describing the results of the review of changes, the person(s) authorising the change, and any necessary actions arising from the review.

The company shall implement planned arrangements, at appropriate stages, to verify that the product and service requirements have been met.

The release of products and services to the customer shall not proceed until the planned arrangements have been satisfactorily completed, unless otherwise approved by the Operations Manager and, as applicable, by the customer.

The company shall retain documented information on the release of products and services. The documented information shall include:

y Evidence of conformity with the acceptance criteria;

y Traceability to the person(s) authorising the release.


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The company shall take appropriate action based on the nature of the nonconformity and its effect on the conformity of products and services. This shall also apply to nonconforming products and services detected after delivery of products, during or after the provision of services.

The company shall deal with nonconforming outputs in one or more of the following ways:

y Correction;

y Segregation, containment, return or suspension of provision of products and services;

y Informing the customer;

y Obtaining authorisation for acceptance under concession.

Conformity to the requirements shall be verified when nonconforming outputs are corrected.

10 Performance Evaluation The company has identified areas that need to be monitored and measured, the frequency has also been determined. The results are analysed and evaluated and suitable actions are put in place to ensure ongoing compliance and improvement, where possible.

The company and various departments monitor levels of customer satisfaction. One of the metrics used is the number and types of complaints received. Also, the number of positive endorsements are collated.

The results are held within various databases accessible via the company intranet. They are analysed by department and top management.

One way in which customer satisfaction is measured is by monitoring and analysing customer external failure; another method is the use of client feedback in the form of emails and telephone calls which are reviewed at departmental meetings and management review.

A system of internal auditing has been put in place for the company. This is based on compliance with the standards. The audits consist of:

y System audits undertaken according to the audit plan;

y Function/operational audits at fixed locations

y Operational audits. These are unplanned due to the nature of the work. They are undertaken by the HSEQ team, Field Managers, Project Managers, Compliance Managers and the SMT.

Internal audits are carried out to determine whether activities conform to planned arrangements. When nonconformities are detected the management of the function or activity is responsible for timely and appropriate actions to be taken to eliminate the causes.

Internal nonconformities are subject to follow up reviews to ensure that the corrective actions taken have been effective.


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We are also subject to audits by external bodies, including

y Client: Audits of site activities are undertaken daily;

y Local Authorities: Periodic compliance audits of our site activities;

y Achilles verification audit;

y ISO 9001, 14001 and 45001 certification audits

The SMT holds a monthly meeting to review performance and this includes a SOFT report from each area. There is also a monthly health and safety review meeting held with the SMT which reviews performance.

There is also an annual management review process where the operation and effectiveness of the IMS is reviewed, attended by the SMT. The inputs required by the meeting are in line with the requirements of the standards and have been defined within the management review procedure. Notes of the meeting will be recorded on the management review agenda form.

The outputs required by the meeting are in line with the requirements of the standards and have been defined within the management review procedure. Notes of the meeting will be recorded on the management review agenda form.

11 Improvement The SMT is committed to continually improving the quality, health, safety and environmental effectiveness of the IMS and the service they offer their customers.

Where the potential of nonconformity of services, processes or the IMS is identified, appropriate action is taken to prevent their occurrence. The nature and extent of the preventative action shall be determined by the nature of the risk. Preventative actions planned and undertaken are recorded and monitored and include such things as internal audits, management reviews, planned maintenance of plant and equipment.

Where nonconformity of services of the IMS are identified appropriate action shall be taken to prevent re-occurrence. The nature and extent of the corrective action taken shall be determined by the nature of the nonconformity. Corrective actions planned and undertaken are recorded and monitored.

Control of IMS system corrective actions is achieved by the use of a centralised register and the use of an appropriate form. All corrective actions are reviewed under the centralised management review process.

If a project does not conform to the client’s requirements top management will investigate.

The company looks to continually review the IMS and business systems and their offering to customers, improvements will come from across the company.

These activities will monitored at departmental meetings and management review.


Correspondence between Standards and IMS

Annex A

Complete detail

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Annex A Correspondence between Standards and IMS

BS EN ISO 9001:2015 BS EN ISO 14001:2015 BS EN ISO 45001:2018 CU IMS

1 Scope Scope Scope CU-IMS-MAN

2 Normative References Normative References Normative References CU-IMS-MAN

3 Terms and Definitions Terms and Definitions Terms and Definitions CU-IMS-MAN

4 Context of the Organisation Context of the Organisation Context of the Organisation CU-IMS-MAN

4.1 The organisation and its context

The organisation and its context

The organisation and its context CU-IMS-01-8

4.2Understanding the needs and expectations of interested parties

Understanding the needs and expectations of interested parties

Understanding the needs and expectations of interested parties

CU-IMS-01-8

4.3Understanding the scope of the integrated management system

Understanding the scope of the integrated management system

Understanding the scope of the integrated management system

CU-IMS-MAN

4.4 Integrated management system and its processes

Integrated management system and its processes

Integrated management system and its processes CU-IMS-MAN

5 Leadership Leadership

5.1 Leadership and commitment Leadership and commitment Leadership and commitment CU-IMS-MAN

5.2 Policy Policy Policy CU-IMS-POL

5.3Organisational roles, responsibilities and authorities

Organisational roles, responsibilities and authorities

Organisational roles, responsibilities and authorities

CU-IMS-04

5.4 NA NA Consultation and participation of workers

6 Planning Planning

6.1 Actions to address risks and opportunities

Actions to address risks and opportunities

Actions to address risks and opportunities

CU-IMS-MAN CU-IMS-01

6.2 HSEQ objectives and planning to achieve them

HSEQ objectives and planning to achieve them

HSEQ objectives and planning to achieve them CU-IMS-13-1

6.3 Planning of changes Planning of changes NA CU-IMS-05-24

7 Support Support Support

7.1 Resources Resources Resources CU-IMS-05-15 CU-IMS-05-15-1

7.2 Competence Competence Competence CU-IMS-05-15 CU-IMS-05-15-1

7.3 Awareness Awareness AwarenessCU-IMS-05-15 CU-IMS-05-15-1 CU-IMS-08

7.4 Communication Communication Communication CU-IMS-08

7.5 Documented information Documented information Documented information CU-IMS-07


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BS EN ISO 9001:2015 BS EN ISO 14001:2015 BS EN ISO 45001:2018 CU IMS

8 Operation Operation Operation

8.1 Operation planning and control

Operation planning and control

Operation planning and control

CU-IMS-05

8.2 Requirements for products and services

Requirements for products and services Emergency Preparedness CU-IMS-MAN

8.3 Design and development of products and services

Design and development of products and services NA CU-IMS-MAN

8.4Control of externally provided processes, products and services

Control of externally provided processes, products and services

NA CU-IMS-MAN

8.5 Production and service provision

Production and service provision NA CU-IMS-MAN

8.6 Release of products and services

Release of products and services NA CU-IMS-MAN

8.7 Control of nonconforming outputs

Control of nonconforming outputs NA CU-IMS-MAN

9 Performance Evaluation Performance Evaluation Performance Evaluation

9.1 Monitoring, measurement, analysis and evaluation

Monitoring, measurement, analysis and evaluation

Monitoring, measurement, analysis and evaluation CU-IMS-09

9.2 Internal Audit Internal Audit Internal Audit CU-IMS-10

9.3 Management Review Management Review Management Review CU-IMS-13

10 Improvement Improvement Improvement

10.1 General General General CU-IMS-MAN

10.2 Nonconformity and corrective action

Nonconformity and corrective action

Nonconformity and corrective action CU-IMS-12

10.3 Continual Improvement Continual Improvement Continual Improvement CU-IMS-MAN CU-IMS-12


Complete Utilities Limited

Overton Farm

Maisemore

Gloucester

GL2 8HR

integrated management system manual - complete utilities

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