Part 16: The Road To SHEQ Certification – Clause 9.3

Management Review 

The Management Review component of SHEQ Certification is apart of the performance evaluation. Top Management is required to review your SHEQ management system at scheduled intervals (could be monthly, quarterly, or annually).  This clause focuses on  what to include in the presentations that will be presented to the top management team during their review. 


​Hi, and welcome to another video on the road to SHEQ Certification.  In this particular video we are going to be looking at clause 9.3, which is entitled management review, which is part of clause 9 – performance evaluation. 



Quick calibration on the clauses that we’ve had a look at already…


Clause 4.1 – Internal and External issues. Clause 4.2 – Needs and expectations of workers and interested parties. And how all of those issues can affect the management systems ability to achieve the intended outcome.  We document the scope in 4.3.  4.4 is the interrelationship of processes. 


Clause 5 – Leadership, top management commitment, the SHEQ policy, roles, responsibilities, accountabilities, and authorities throughout your SHEQ management system. Worker consultation and participation is in essential part of your SHEQ management system. 


Clause 6, your strategic risk assessment. Your hazards, risks, environmental aspects and impacts.  Your compliance obligations, planning to take action, objectives, and also your change management. 


Clause 7, Support. Your support operations to your SHEQ management system.  Your resource provision.  Competent and aware staff for your SHEQ management system.  Internal and External SHEQ communication as part of support.  And also 7.5 - documented information. 


In clause 8, we had a look at your product and service realization process. From customer requirements, and planning, and your design and development process to those requirements being put in and verified or validated at the various different segments within your product and service realization process. To identification and traceability, and product preservation, and after-sell service and control of non-conforming product all form part of clause 8. 


Clause 9.1 – we had a look at the various different SHEQ performance indicators – proactive/reactive, qualitative/quantitative measurements.  In 9.2 we had a look at our internal auditing and our evaluation of compliance, and the development of an audit program. 


So here in 9.3, we are going to have a look at management review, which is where management steps back and has a look at the SHEQ performance indicators, and the auditing results, and the various different statistics from within the business to assess the effectiveness of the SHEQ management system in achieving the intended outcomes and making tweaks and changes to the SHEQ management system in order to ensure our continual improvement. 


So let’s have a look at clause 9.3 – management review.  Top management is required to review your SHEQ management system at pre-determined intervals.  It could be monthly, quarterly, or it could be annually. Your organisation should make a call on that.  Now, when we plan that management review, we obviously want to have a schedule, we could have an agenda, we could have a management review presentation (which is all the SHEQ indicators and performance), which we can then show to management. 


Let’s have a look at some of the inputs that we would want to put into that presentation to show top management.  We’d have a look at the status of issues from previous minutes.  We’d have a look at the context of the organisation – what changes have happened to our internal and external issues? Or changes to our workers and interested parties needs and requirements? 


We’d have a look at the effectiveness of leadership – from top management’s commitments, and various different indicators on the demonstration of management commitment.  Are we creating a positive SHEQ compliance culture in the organisation? Is our SHEQ policy still suitable, adequate and effective? Are the roles and responsibilities? Is there suitable worker consultation and participation arrangements - and what is the effectiveness of consultation and participation? As one of the inputs, we’d have a look at planning – what about our actions to address our strategic risks and opportunities? What about our actions to address our hazards and risks and environmental aspects and impacts? How are we doing in terms of the status of actions against the various different plans? What about the status of objectives that we have implemented and that are part of our improvement strategy?   What about the types and number of changes that have taken place – to documents or changes to the law or process or product changes that have taken place within our system. 


In clause 7, we’d have a look at the resources, we’d have a look at have we provided skilled and competent people? Are the people aware? What is our performance against our training plan? If we said we were going to train so many people, have we trained them? 


We’d also have a look at the provision of resources and our planned maintenance of our plant and equipment and our budget and our monitoring and measuring devices.  We’d have a look at competency and awareness as we’ve just mentioned. We’d have a look at the suitability, adequacy and effectiveness of internal and external SHEQ communication.  Also we’d look at consultation and participation as an effectiveness. 


Another management review input around operations would be an understanding, a verification, a validation activities and the number of non-conformities or the throughput performance.  We’d have a look at product and process performance.  What are the types of products or services that we are selling? What is our process throughput? We’d have a look at the control hierarchy of effectiveness based on qualitative and quantitative indicators. 


We’d have a look at our SHEQ performance indicators. We’d have a look at accident statistics and environmental statistics, and resource utilization.  All of this would be captured into our management review presentation.  We’d have a look at audits – our internal audits and our evaluation of compliance. We’d have a look at actions, and the status of those particular actions. And if audit findings are raised, what is being done about them? Have they been closed down? Has the effectiveness of the corrective action been reviewed? 


We’d have a look at improvements, accidents and incidents. We’d have a look at trends, we’d have a look at the actions taken against improvements and actions and we’d have a look at the status of those, all as management review indicators.  So that might be part of the presentation that is given to top management, non-managerial staff, and also possible worker representatives who are going to be sitting at the management review meeting.  After the presentation is done, we would obviously take minutes, and part of the management reviews, we want to have a look at what are some of the outputs from the management review – might result in minutes which is an action plan. 


So as part of the outputs, we would have what are some of the improvement opportunities that we can make? What are some of the changes that we need to make to our SHEQ management system?  Are there additional resources? Are the resources that we provided adequate and suitable? Is it effective?  Do we need additional resources? Or do we need to contract resources based on the production or operational plan going forward? What actions are we going to take based on this statistical analysis and trend analysis of the performance indicators? How does all of these actions link to our strategic direction? And at the end of all of this, with the minutes or the action plan – that needs to be communicated into the organisation and obviously needs to be retained as documented information.   


So that’s an overview of management review, where we have a look at the performance indicators through the various different clauses.  Top management review it, hopefully in consultation with non-managerial workers and worker representatives and they will then create an action plan to continually improve the SHEQ management system. 


We trust that you enjoyed this video. 

 

 


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