Existence of an integrated policy |
Each standard has its own policy. |
Each standard has its own policy and there is alignment between them in order to avoid contradictions. |
There is a single policy that represents all the integrated standards. |
There is a single policy that represents all the integrated standards. The policy items are aligned with the strategic plan and are converted into quantitative indicators. |
There is a single policy that represents all the integrated standards. The policy items are aligned with the strategic plan and converted into quantitative indicators that are constantly reviewed. |
Top management participation |
Top management does not prioritize the development of an integrated policy. |
Top management prioritizes the elaboration of an integrated policy, acting as a sponsor. |
Top management played an important role in the integration of the policy, since it acted as a sponsor and participated actively in its elaboration. |
Top management played an important role in the integration of the policy, since it acted as a sponsor and participated actively in its elaboration, besides conducting evaluations to verify the implementation of the policy. |
Top management played an important role in the integration of the policy, since it acted as a sponsor and participated actively in its elaboration, besides conducting evaluations to verify the implementation of the policy and constantly validate it, revising it when necessary. |
Policy update |
Updating of the different policies is done with a focus on certification and in a non-integrated manner. |
Much attention is paid to updating of the different policies, always seeking to keep them aligned. |
Much attention is paid to updating the integrated policy. |
Much attention is paid to updating the integrated policy, which is strictly controlled. |
Much attention is paid to updating the integrated policy, which is strictly controlled, and this process is continuously improved. |
Policy dissemination |
Policies are disseminated in a separate manner, and only once, involving some of those who work at the company or act on its behalf. |
Policies are disseminated in a separate manner, on a frequent basis, involving everyone working at the company or acting on its behalf. |
Policies are disseminated in an integrated manner and on a frequent basis so that all who work at the company or act on its behalf can be aware of them. |
Policies are disseminated in an integrated manner and on a frequent basis so that all who work at the company or act on its behalf can be aware of them. Indicators are used to verify awareness of the policies. |
Policies are disseminated in an integrated manner and on a frequent basis so that all who work at the company or act on its behalf can be aware of them. Indicators are used to verify awareness of the policies. Actions are taken based on this, aiming at continuous improvement of the dissemination process. |
PLANNING
|
Plan development |
The plan to establish the standards is made independently. |
The plan to establish the standards is made jointly, but on paper, they are considered separately. |
The plan is made jointly and as a result, the company presents a single plan. |
The plan is developed jointly, the company has a single plan and quantitative / qualitative targets are set for its Implementation. |
The plan is developed jointly, the company has a single plan, and quantitative / qualitative targets are set for its implementation. There is periodic review of the plan. |
Team carrying out the planning |
Planning is done separately: each standard has its own planning team, which is usually formed according to availability. |
Planning of standards is done by a single team, usually formed according to availability and concerned with alignment between the plans. |
Planning of standards is done by a single team, selected based on knowledge of norms. |
Planning of standards is done by a single team, selected based on knowledge of norms. Planning involves people at the operational and strategic levels. Indicators assess team performance during planning. |
Planning of standards is done by a single team, selected based on knowledge of norms. Planning involves people at the operational and strategic levels. Indicators assess team performance during planning and are periodically reviewed. |
Objectives, goals, and requirements |
Objectives, goals, and requirements are independently addressed. |
Objectives, goals, and requirements are treated independently, but also aligned. |
Objectives, goals, and requirements are aligned and integrated. |
Objectives, goals, and requirements are aligned and integrated, as well as converted into quantitative indicators, which are measured to verify the extent to which they meet the objectives. |
Objectives, goals, and requirements are aligned and integrated, as well converted into quantitative indicators, which are measured to verify how well they meet the objectives, and if not, action plans are made. |
Manual |
Each standard has its own manual. |
Each standard has its own manual and there is an alignment between the manuals. |
There is a single manual that encompasses all the standards. |
There is a single manual that encompasses all the standards, which is distributed to the relevant sectors. |
There is a single manual that encompasses all the standards, which is distributed to relevant sectors, and the information within is rooted in the organization. |
Procedures, instructions, and records |
Procedures, instructions, and records are treated in a completely separate manner. |
Procedures, instructions, and records are treated in a separate and aligned manner. |
Procedures, instructions, and records are integrated |
Procedures, instructions, and records are integrated and disseminated. |
Procedures, instructions, and records are integrated and disseminated, and the information contained therein is rooted in the entire organization. |
Control over updating procedures, instructions, and records |
Control over updating procedures, instructions, and records is separate. |
Control over updating procedures, instructions, and records is separate but an aligned. |
Control over updating procedures, instructions, and records is integrated. |
Control over updating procedures, instructions, and records is integrated. There are indicators to monitor these controls. |
Control over updating procedures, instructions, and records is integrated. There are indicators to monitor these controls, which are constantly reviewed. |
IMPLEMENTATION/EXECUTION
|
Operational control |
The process for identifying key operations and activities for each of the management systems is done separately. |
The process for identifying key operations and activities for each of the management systems is done separately but in an aligned way. |
The process for identifying key operations and activities for each of the management systems is done in a joint manner. |
The process for identifying key operations and activities for each of the management systems is done in a joint manner and indicators are used to verify which operations and activities are important. |
The process for identifying key operations and activities for each of the management systems is done in a joint manner and indicators are used to verify which operations and activities are important. Reviews are conducted for increased operational performance. |
Roles, responsibilities, and authorities |
The roles, responsibilities, and authorities are informally established for each of the standards. |
It is clear what the roles, responsibilities, and authorities are for each of the standards, and this is formalized. |
It is clear what the roles, responsibilities, and authorities of all people in the IMS are, and this is formalized. |
It is clear what the roles, responsibilities, and authorities of all people in the IMS are, this is formalized, and in line with strategic planning. |
It is clear what the roles, responsibilities and authorities of all people in the IMS are, and this is formalized, in line with strategic planning, and accompanied by constant reviews to adapt to changes. |
Implementation team |
Implementation is done separately: each standard has its own team to conduct the implementation. |
Implementation of standards is done by a single team that envisions the standards separately. |
Implementation of standards is done by a single team that works in an integrated way. |
Implementation of the IMS is done by a single team. Indicators monitor their performance. |
Implementation of the IMS is done by a single team. Indicators monitor their performance, and are revised to meet the objectives. |
Resources (human, infrastructure, financial) |
Resources are not always sufficient and are divided in an uneven manner between the standards. |
Resources are sufficient but are divided unevenly between standards, i.e., some standards receive more resources than others. |
Resources are sufficient for the IMS, and are distributed considering the integration. |
Resources are sufficient for the IMS, and are distributed considering the integration. Indicators are used to monitor resource use. |
Resources are sufficient for the IMS, and are distributed considering the integration. Indicators are used to monitor resource use and, when necessary, revised. |
Training |
Training is conducted to meet the needs of the standards independently. Records are kept separately. |
Some training is made available, which may consider more than one standard, and records may or may not be kept together. |
Training is made available, taking into account as many norms as possible, or those that may impact the subject addressed in the training. Training logs are managed in an integrated way. |
Trainings is available to take into account as many norms as possible, or those that may impact the subject matter covered in the training. Training logs are managed in an integrated way and there are indicators that measure training effectiveness. |
Trainings is made available to take into account the greatest possible number of standards or those that may impact the subject addressed in the training. Training logs are managed in an integrated way and there are indicators that measure training effectiveness. Training is consistently reviewed, according to the results of evaluations and effectiveness. |
Communication |
Each standard has a person responsible for its communication, and this occurs independently. |
Each standard has a person responsible for its communication, and these activities are aligned. |
There is a single structure for all communication of the norms, which is considered in an integrated manner. |
There is a single structure for all communication of the norms, which is considered in an integrated manner. Indicators are used to measure its effectiveness. |
There is a single structure for all communication of the norms, which is considered in an integrated manner.. Indicators are used to measure its effectiveness, and are constantly reviewed to provide better communication. |
Monitoring and measurement (product, environment, health and safety, or other types) |
The organization monitors and measures key characteristics that may have significant impacts, and this is done independently, with each management system being considered separately. |
The organization monitors and measures the key characteristics that can have significant impacts, and this is done independently, with each management system being considered in a separate, but aligned, manner. |
The organization monitors and measures key characteristics that can have significant impacts in an integrated manner. |
The organization monitors and measures the key characteristics that can have significant impacts in an integrated way and this monitoring is done considering quantitative indicators. |
The organization monitors and measures the key characteristics that can have significant impacts in an integrated way and this monitoring is done considering constantly updated quantitative data. |
VERIFICATION/ACTION
|
Internal audit |
Internal audits are performed by different teams, at different times, and generate separate reports. |
Internal audits are done by a single team and at the same time, generating separate reports. |
Internal audits are performed by a single team and at the same time, generating a single report. |
Internal audits are performed by a single team and at the same time, generating a single report. Indicators are established to assess the evolution of the systems. |
Internal audits are done by a single team and at the same time, generating a single report. Indicators are established in order to evaluate the evolution of the systems, and when necessary, improvement actions are defined. |
External audit (of the certifying body) |
The external audit is done by different auditors, at different times, and generate separate reports. |
External auditing is done by a single auditor, who audits all integrated standards, generating separate reports. |
The external audit is done by a single auditor, who audits all the integrated standards, generating a single report. |
The external audit is done by a single auditor, who audits all the integrated standards, generating a single report. Indicators are established to assess the evolution of the systems. |
The external audit is done by a single auditor, who audits all the integrated standards, generating a single report. Indicators are established to evaluate the evolution of the systems, and when necessary, improvement actions are defined. |
Non-conformities, corrective and preventive actions |
Non-conformities, corrective and preventive actions are treated in a totally separate way between the norms. |
Some aspects related to non-conformities, corrective and preventive actions are dealt with in an integrated manner. |
Non-conformities, corrective and preventive actions are treated in an integrated manner. |
Non-conformities, corrective and preventive actions are dealt with in an integrated manner. Indicators are deployed to assess and monitor the evolution of non-conformities, corrective and preventive actions |
Nonconformities, corrective and preventive actions are dealt with in an integrated manner. Indicators are implemented to assess and monitor the evolution of nonconformities, corrective and preventive actions, and the results of the indicators are reviewed and improved. |
Management review |
Analysis is done completely separately. |
Analysis is done separately, seeking alignment between the norms. |
Analysis is done jointly and in an integrated manner. |
Analysis is done in a joint and integrated manner, establishing goals and indicators for performance evaluation of the systems. |
Analysis is done in a joint and integrated manner, establishing goals and indicators for performance evaluation of the systems, and when applicable, actions are implemented to improve performance. |