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Standard bearer
24 Apr 2007
Topics: Integrated mgt, PAS 99
The launch of PAS 99 - the integrated management systems specification - in August 2006 broke new ground as the first guide to apply a common framework to a number of different management systems. The primary goal of PAS 99 was to improve efficiency while at the same time tackle a lingering critique of management systems - that they add another layer of bureaucracy - by actually reducing it.
PAS 99 was initially aimed at integrating the management processes of two or more management system standards but now can be used to integrate any formal or tailored processes into one system. The premise is that, as all standards share the same elements (policy; planning; implementation and operation; performance management; improvement; and management review) holders of these standards should be able to look at them in a holistic manner.
Sounds good in theory, but what about in the real world? Every organization has a vested interest in improving efficiency and cutting needless bureaucracy, but does PAS 99 hold water when it comes to delivering meaningful benefits? Is a common approach the best way to tackle issues as diverse as health and safety, the environment and information security? Can a reduction in bureaucracy be achieved without resorting to an unacceptable level of risk?
Fortunately, the answer to the above questions appears to be yes, at least according to one early proponent. In December 2006, T-Mobile UK became the first organization in the world to attain PAS 99 certification when it applied the specification to its ISO 14001 and OHSAS 18001 systems, and Nigel Wilkinson, head of Health, Safety and Environment at the mobile phone operator, believes the whole experience has been positive.
"We understood there was a good business case for implementing an integrated management system for a number of reasons," he says. "First of all, unifying our health and safety, and environment management systems into one code helped us to focus on documentation by merging our policies and processes. For example, we used to use two separate corrective action logs for health and safety and environment, but now we've merged everything into one. It's difficult to put a numerical value on the benefits, but we've reduced the amount of paper we use by having fewer documents in circulation. This has helped us to work in a more planned and systematic way, which makes us more customer friendly when dealing with our internal customers."
Intangible benefits
Feedback from internal customers has so far been good, says Wilkinson, although he says that, as with so many areas of business life, most of the knock-on effects of PAS 99 are intangible and impossible to quantify. This is not to downplay their importance, as intangibles account for 90 per cent of an organization's net worth these days according to some studies.
For example, Wilkinson says the new streamlined environmental management policy will be key to helping T-Mobile meet its 2007 targets of increasing recycling by 25 per cent and cutting its carbon footprint by five per cent, even as it builds its mobile network.
Another area where intangible benefits are delivered is in employee retention. Wilkinson says that health, safety and environmental questions always achieve among the highest satisfaction levels in the annual employee survey, and maintaining focus in this area helps keep morale high.
"Our HR director wants us to become an HPO - high performance organization- and being the first organization in the world to officially attain an integrated health, safety and environmental management system certainly proves we are world class," says Wilkinson.
He adds that attaining PAS 99 was not difficult given the preparatory work that the company had done in implementing ISO 14001 and OHSAS 18001. T-Mobile even gained certification three months ahead of its end-Q1 2007 deadline. However, he might be being modest. BSI Management Systems encouraged T-Mobile to go for the standard after having been impressed by the firm's commitment to ISO 14001 and OHSAS 18001, as well as its robust internal communication system, which enabled it to get the message across quickly and efficiently across the business.
"We have a team of five in HS&E in T-Mobile UK and it's crucial that we had one member of the team that project managed ISO 14001 and OHSAS 18001 who was dedicated to the task and mindful of the deadlines and dates. Also, because I report directly into the HR director, I sit down with each director every six months to go through the HS&E plan. From the top level as well as at grass roots, we have excellent commitment and this has been critical. We have an excellent HS&E culture here and each department is pulling in the same direction. Culture is the most difficult thing to get right and we've done this."
For more information visit:
www.bsi-global.com/apr07pas99
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