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If you're interested in improving how your business works – its strategy, structure, management and operations – our management consultancy services are for you. At QGlobal, we help businesses improve their performance and grow by solving problems and finding new and better ways of doing things. We work with both private and public sector organisations to help develop their services and, where necessary, reduce costs and make savings. Our Management Consulting services are offered across all areas of business – from HR and marketing, to IT and finance. We offer a client service oriented consultancy offering time-tested solutions to your firm's operations and process related concerns.
Organisations performing at their best are swift to respond to opportunities and challenges. To make the right decisions, they require sharp insight into trends. To be ready, they must see their resources and risks clearly. At QGlobal, we help businesses improve performance by giving them the complete picture. To do so we combine strategic commercial thinking with precise, hands-on experience of processes, assets and people. We possess both strong creative problem solving ability and excellent people skills to provide a careful analysis of a problem and suggest creative methods to find solutions to it.
Scoping client problems and conducting hypothesis of possible solutions
Researching and collecting data to investigate and solve specific client problems
Synthesising analyses outputs to build an overall diagnosis
Running workshops to facilitate discussions for performance improvement
Managing client stakeholders to create "buy-in" to a change initiative
Constructing and delivering business presentations, and interim progress reports
We bring objectivity and detachment to the problems faced by the business. Since we are not involved in the internal affairs we can offer unbiased views and opinions.
We conduct a business assessment, recommend changes to business structure, make recommendations to change internal processes to maximize productivity, and help implement the changes. We can be a catalyst for change. In the process of solving problems, we will consider every means for providing a proper solution.
We help you free up management staff to concentrate on the core business activities.
By driving change and improving business performance we provide coaching and mentoring of the management team and staff to ensure the essential work gets done.
Businesses may find themselves short of expertise in a given area. Engaging us can be less expensive in the long run than hiring new managers or employees.
We freelance our skills and have many years of solid experience to draw on. Often more mature, we are less distracted by outside concerns and have acquired a healthy work ethic.
We can transfer skills to your staff on a regular or one off basis as required. Our training programmes address critical business issues and assist people & organisations in improving performance and gaining new ground including our industry driven certifications and qualifications.
With proven track record of working with MSMEs to MNCs we understand you challenges in a better way. We use latest management techniques to offer customised solutions at very competitive price.
With a team of highly experienced consultants possessing in depth knowledge in various industries, we can take up any complex projects. We ensure timely completion of projects which includes training, auditing, implementation and certification.
QGlobal provides guidance for the application of an asset management system to all types of assets and by all types and sizes of organizations. The asset management system forms an integrated part of the organization’s management system and has a prescribed structure.
The scope of an organization’s asset management system and the outputs from its asset management activities can be used to set out the approach to enable the delivery of its organizational objectives. The organizational objectives provide the overarching context and direction to the organization’s activities, including its asset management activities. The organizational objectives are generally produced from the organization’s strategic level planning activities and are documented in an organizational plan.
The organizational plan can be referred to by other names, e.g. the corporate plan. The principles by which the organization intends applying asset management to achieve its organizational objectives can be set out in an asset management policy. The approach to implementing these principles will be documented in a strategic asset management plan (SAMP).
A strategic asset management plan can be referred to by other names, e.g. an asset management strategy. The SAMP will document the relationship between the organizational objectives and the asset management objectives, and will define the framework required to achieve the asset management objectives. The links between the organizational plan and the SAMP should be two-way, and should be developed through an iterative process. For example, the organizational objectives should not be developed in isolation from the organization’s asset management activities. Asset capability and performance, as well as the outputs from asset management activities (e.g. the asset management plan(s)), are key inputs into establishing realistic and achievable organizational objectives.
The SAMP will be a high level plan that contains the asset management objectives. It can be used to develop the asset management plan(s), which should set out the asset level activities. The asset management plan(s) can be cascaded in large organizations or in organizations with complex asset portfolios.
Alternatively, the organizational plan could be kept separate from the SAMP, which could include the asset management plan(s) as a sub-section, or all three plans could be kept separately. The concept of ensuring alignment and consistency between the organizational objectives, the asset management policy, the SAMP, the asset management objectives and the asset management plan(s), should reinforce within the organization that asset level activities support the delivery of the organizational objectives. It is important that this alignment is communicated to ensure that stakeholders at all levels understand why asset activities and asset management activities are implemented.
We prepare a detailed asset management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1. Context of the Organization
a. Understanding the organization and its context
b. Understanding the needs and expectations of stakeholders
c. Determining the scope of the asset management system
2. Leadership
a. Leadership and commitment for asset management
b. Policy for asset management
c. Organizational roles, responsibilities and authorities in asset management
3. Planning for asset management system
a. Actions to address risks and opportunities for the asset management system
b. Asset management objectives and planning to achieve them
c. Asset management objectives
d. Planning to achieve asset management system goals
4. Support
a. Resources for efficient asset management system
b. Competence for asset management system
c. Awareness of asset management system
d. Communication
e. Information requirements of asset management system
5. Documented information
a. General documentation of asset management system
b. Creating and updating documents
c. Control of documented information
6. Operation
a. Operational planning and control of asset management system
b. Management of Change
c. Outsourcing
7. Performance evaluation
a. Monitoring, measurement, analysis and evaluation of asset management system
b. Internal audit of asset management system
c. Management review of asset management system
8. Improvement
a. Nonconformity and corrective action required
b. Preventive actions required
c. Continual improvement required
Good asset management can benefit your organization in many ways. Examples are:
1. Demonstrated compliance with the requirements and wishes of your stakeholders;
2. Better financial results because of better ROI and/or cost reduction;
3. Informed decisions from multiple angles, such as performance, profit and costs, risks and opportunities;
4. Risks managed when necessary and knowingly existent when acceptable;
5. Higher customer satisfaction;
6. Decisions also based on entire life cycle of assets (also when this exceeds the duration of other plans);
7. Stability of the production in the long term;
8. Improved reputation towards your stakeholders;
9. Demonstrated compliance with regulation and legislation;
10. Traceability of decisions;
11. Improved knowledge management;
12. Increased attractiveness for shareholders.
Specifically for compliance with the ISO 55000 standards, additional advantages could be:
1. Generates interest on senior management level;
2. Based on worldwide experience;
3. Certifiable;
4. Recognizable for stakeholders (such as policymakers, investors and customers);
5. Accepted worldwide.
A Business Continuity Management System is a set of interrelated elements that organizations use to establish, implement, operate, monitor, review, maintain, and improve their business continuity capabilities. These elements include people, policies, plans, procedures, processes, structures, and resources. All of these elements are used to ensure that operations continue and that products and services are delivered at predefined levels, that brands and value-creating activities are protected, and that the reputations and interests of key stakeholders are safeguarded whenever disruptive incidents occur. It can be implemented by any organization, or any part of an organization, no matter what size it is or what it does.
However, exactly how you apply BCM System is up to you and will depend on your organization's unique business continuity needs and obligations and the particular expectations and requirements of interested parties. It will also be influenced by its inherent complexity and its operating environment. Exactly how you apply this will depend upon your organization's unique structure, its legal and regulatory obligations, and the processes it uses to support and deliver its products and services.
We prepare a detailed business continuity management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1 Understand your organization and its unique context.
• Understand your organization and its purpose before you establish, implement, and maintain your business continuity management system (Business Continuity Management System).
• Consider the issues that could influence the outcomes (or objectives) your Business Continuity Management System is intended to achieve.
• Consider how your business continuity policy will be linked to the rest of your organization.
• Understand your organization's context before you establish, implement, and maintain your business continuity management system (Business Continuity Management System).
• Clarify your organization's objectives.
• Identify the particular factors that create your organization's uncertainty and increase its risk.
• Establish your organization's risk criteria.
• Define the purpose of your Business Continuity Management System.
2 Define the needs and expectations of your interested parties.
• Clarify who interested parties are and specify their requirements.
• Identify all of the parties that have an interest in your Business Continuity Management System.
• Identify their requirements including their needs and expectations.
• Consider legal and regulatory requirements when designing Business Continuity Management System.
• Establish a procedure to manage your legal and regulatory business continuity requirements.
• Document your organization's legal, regulatory, and other business continuity requirements.
• Consider all relevant legal, regulatory, and other requirements when you establish your Business Continuity Management System.
• Discuss changes in legal, regulatory, and other business continuity requirements with stakeholders.
3 Think about what your organization's Business Continuity Management System should cover.
• Consider what your organization's Business Continuity Management System should cover and what it should include when you think about what its scope should be.
• Consider how disruptive incidents could impact your organization when you think about what the scope of your Business Continuity Management System should be.
• Consider all of the factors that create your organization's uncertainty and increase its risk.
• Consider the parties that have an interest in your Business Continuity Management System when you think about what its scope should be.
• Consider all relevant legal, regulatory, and other requirements when you think about what the scope of your Business Continuity Management System should be.
• Consider all the issues that could influence what your Business Continuity Management Systemshould achieve when you think about what its scope should be.
• Consider what the boundaries of your Business Continuity Management System should be when you think about what its scope should be.
4 Establish your requirements and define the scope of Business Continuity Management System.
• Establish your organization's Business Continuity Management System requirements before you define the scope of your system.
• Consider your organization's mission and goals when you establish the scope of your Business Continuity Management System.
• Consider your organization's legal and regulatory responsibilities when you establish your Business Continuity Management System scope.
• Consider your organization's internal and external obligations when you establish the scope of your Business Continuity Management System.
• Consider the needs and expectations of your organization's interested parties when you establish the scope of your Business Continuity Management System.
• Figure out what should be included in your Business Continuity Management System.
• Define the scope of your organization's Business Continuity Management System.
• Develop a Business Continuity Management System that meets your needs and complies with this standard.
• Establish a Business Continuity Management System in accordance with the ISO 22301 2012 standard.
• Establish the processes that your organization's Business Continuity Management System needs.
• Specify how your processes should interact.
6 Provide leadership for your organization's Business Continuity Management System.
• Provide leadership and support for your organization's business continuity management system (Business Continuity Management System).
• Make sure that your managers demonstrate their commitment and support for the Business Continuity Management System.
• Make sure that your managers encourage their employees to support the Business Continuity Management System.
• Demonstrate a commitment to your Business Continuity Management System.
• Ensure that Business Continuity Management System policies are established.
• Ensure that Business Continuity Management System objectives are established.
• Ensure that Business Continuity Management System achieves its intended outcomes.
• Ensure that Business Continuity Management System requirements become an integral part of your organization's processes.
• Ensure that necessary Business Continuity Management System resources are available when they are needed.
• Communicate a commitment to your Business Continuity Management System.
• Make sure that personnel understand how important business continuity management is.
7 Establish a suitable Business Continuity Management System policy for your organization.
• Establish a business continuity policy.
• Document your business continuity policy.
• Implement your business continuity policy.
• Review your business continuity policy.
• Assign responsibility and authority for your Business Continuity Management System.
8 Specify actions to manage your risks and address your opportunities.
• Identify the risks and opportunities that could influence the effectiveness of your organization's Business Continuity Management System or disrupt its operation.
• Figure out what you need to do to address the risks and opportunities that could influence the effectiveness of your Business Continuity Management System or disrupt its operation.
• Define actions and prepare plans to address the risks and opportunities that could influence the effectiveness of your Business Continuity Management System or disrupt its operation.
• Set business continuity objectives and develop plans to achieve them.
• Establish your organization's business continuity objectives.
• Establish plans to achieve your business continuity objectives.
9 Support your Business Continuity Management System by providing the necessary resources.
• Identify the resources that your organization's Business Continuity Management System needs.
• Provide the resources that your organization's Business Continuity Management System needs.
• Support your Business Continuity Management System by making sure that people are competent.
• Identify the competence requirements of the people under your organization's control who have an impact on its performance.
• Acquire the necessary competence whenever current personnel fail to meet your organization's competence requirements.
• Evaluate the effectiveness of any actions taken to acquire the competence your organization needs.
• Support your Business Continuity Management System by making people aware of their responsibilities.
• Make your people aware of your organization's Business Continuity Management System.
• Make sure that the people who work for your organization are aware of its business continuity management policy.
• Make sure that the people who work for your organization understand how they can help enhance the overall effectiveness of your Business Continuity Management System.
• Make sure that the people who work for your organization understand their role and what they're expected to do whenever disruptive incidents occur.
• Make sure that the people who work for your organization understands what could happen if they fail to meet your Business Continuity Management System requirements.
• Support your Business Continuity Management System by establishing communication procedures.
• Identify your organization's pre-incident Business Continuity Management System communication needs.
• Identify your organization's internal Business Continuity Management System communication needs.
• Identify your organization's external Business Continuity Management System communication needs.
• Establish pre-incident Business Continuity Management System communication procedures.
10 Support your Business Continuity Management System by managing all relevant information.
• Provide the information and documents that your Business Continuity Management System needs.
• Document the information that your organization's Business Continuity Management System needs.
• Ensure that Business Continuity Management System documents and records are unique to your organization and compatible with what it does and how it does it.
• Establish, retain, and maintain the documented information required by this ISO 22301 standard.
• Develop, retain, and maintain the documents and records that your organization needs in order to ensure that its Business Continuity Management System is effective.
11 Supervise the creation and modification of Business Continuity Management System documents.
• Supervise the creation and modification of your organization's Business Continuity Management System documents and records.
• Make sure that your Business Continuity Management System documents and records are properly identified and described.
• Make sure that your Business Continuity Management System documents and records are properly formatted and presented.
• Make sure that your Business Continuity Management System documents and records are properly reviewed and approved.
12 Control your organization's Business Continuity Management System information and documents.
• Control your organization's Business Continuity Management System documents and records.
• Control how Business Continuity Management System documents and records are created.
• Control how Business Continuity Management System documents and records are identified.
• Control how Business Continuity Management System documents and records are approved.
• Control how Business Continuity Management System documents and records are distributed.
• Control how Business Continuity Management System documents and records are stored.
• Control how Business Continuity Management System documents and records are retrieved.
• Control how Business Continuity Management System documents and records are accessed.
• Control how Business Continuity Management System documents and records are used.
• Control how Business Continuity Management System documents and records are protected.
• Control how Business Continuity Management System documents and records are changed.
• Control how Business Continuity Management System documents and records are preserved.
13 Carry out process planning and establish controls.
• Plan the development of your Business Continuity Management System processes.
• Develop your organization's Business Continuity Management System processes.
• Implement your organization's Business Continuity Management System processes.
• Control your organization's Business Continuity Management System processes.
• Maintain your organization's Business Continuity Management System processes.
14 Establish a process to analyze impacts and assess risks.
• Establish a formal process that your organization can use to analyze business impacts and assess risks.
• Document the process that your organization uses to analyze its business impacts and assess its risks.
• Implement the process that your organization uses to analyze its business impacts and assess its risks.
• Maintain the process that your organization uses to analyze its business impacts and assess its risks.
15 Evaluate and set business continuity and recovery priorities.
• Establish a formal process that your organization can use to evaluate and set business continuity and recovery priorities, objectives, and targets.
• Document your priority setting process.
• Implement your priority setting process.
• Maintain your priority setting process.
16 Assess risks and identify risk treatment options. • Establish a formal risk assessment process.
• Document your risk assessment process.
• Implement your risk assessment process.
• Identify your business interruption risks.
• Analyze your business interruption risks.
• Evaluate your business interruption risks.
• Communicate your business interruption risks.
• Maintain your risk assessment process.
• Identify your risk treatment options.
17 Develop a business continuity strategy to handle disruptions.
• Use impact analysis and risk assessment to develop strategy.
• Consider possible business continuity strategies.
• Base your business continuity strategy on the output of your business impact analysis
• Base your business continuity strategy on the output of your risk assessment process
• Develop your business continuity strategy.
• Make sure that your strategy explains how you plan to handle your organization's prioritized activities and the impact disruptions could have on these activities.
• Make sure that your strategy explains how you plan to manage the impact that disruptions could have on the people and partners that your activities depend on.
• Identify the resources that you need to implement strategy.
• Identify the resources that your organization needs in order to implement its business continuity strategy.
18 Select and implement risk treatment measures to manage risks.
• Consider treatments to manage your organization's risks.
• Consider risk treatments that reduce the likelihood of disruption.
• Consider risk treatments that shorten the period of disruption.
• Consider risk treatments that limit the impact of disruption.
• Select treatments to manage your organization's risks.
• Implement your organization's risk treatment measures.
19 Establish and implement business continuity plans and procedures.
• Establish disruption and continuity management procedures.
• Develop procedures to manage disruptive incidents and continue your organization's prioritized activities.
• Document procedures to manage disruptive incidents and continue your organization's prioritized activities.
• Implement procedures to manage disruptive incidents and continue your organization's prioritized activities.
• Maintain procedures to manage disruptive incidents and continue your organization's prioritized activities.
• Establish an incident response structure and procedures.
• Establish your incident response processes and procedures.
• Establish your incident response management structure.
20 Establish disruption warning and communication procedures.
• Establish your warning and communication procedures.
• Establish procedures for detecting incidents when they occur.
• Establish procedures for monitoring incidents as they occur.
• Establish procedures for sharing information during a disruption.
• Establish procedures for recording information about incidents.
• Establish procedures for operating your organization's warning and communications facilities during a disruption.
• Establish procedures for ensuring that your means of communication will be available during a disruption.
• Implement your warning and communication procedures.
• Maintain your warning and communication procedures.
21 Establish incident response and business continuity procedures.
• Consider your organization's business continuity needs when you design your incident response and business continuity plans and procedures.
• Make sure that your plans and procedures explain how your organization intends to deal with disruptive incidents.
• Make sure that your plans and procedures address the needs and requirements of those who will be expected to use them.
• Develop your organization's incident response and business continuity plans and procedures.
• Define incident response and business continuity roles and responsibilities.
• Design a process that you can use to activate a response whenever disruptive incidents occur.
• Explain how you plan to manage immediate consequences when disruptive incidents occur.
• Specify how and when you intend to communicate with others whenever disruptive incidents occur.
• Document your organization's incident response and business continuity plans and procedures.
• Describe how you plan to ensure that your prioritized activities will continue or recover to predefined levels within predetermined timeframes.
• Establish suitable business recovery and restoration procedures.
• Establish procedures to restore and return prioritized business activities back to the way it was before the incident occurred.
• Document your organization's business recovery and restoration procedures.
22 Conduct exercises and test business continuity plans and procedures.
• Establish business continuity management exercises and tests.
• Develop exercises and tests to ensure that your organization's business continuity plans and procedures are consistent with its business continuity objectives.
• Conduct your business continuity management exercises and tests.
• Examine how well your organization handles disruptive scenarios.
• Produce accurate and complete post-exercise reports.
• Review your business continuity exercises and tests.
23 Monitor, measure, and evaluate your organization's Business Continuity Management System.
• Monitor and measure the performance of your Business Continuity Management System.
• Figure out how you're going to monitor and measure the performance and effectiveness of your Business Continuity Management System.
• Develop procedures to monitor and measure the performance and effectiveness of your Business Continuity Management System.
• Monitor and measure the performance and effectiveness of your organization's Business Continuity Management System.
• Establish a record of your organization's Business Continuity Management System monitoring and measurement activities and results.
24 Evaluate your business continuity procedures and capabilities.
• Establish a process to evaluate your organization's business continuity procedures and capabilities.
• Evaluate your organization's business continuity procedures and capabilities.
• Modify business continuity procedures and capabilities whenever evaluations indicate that changes are necessary or desirable.
25 Set up an internal audit program and use it to evaluate your Business Continuity Management System.
• Plan the development of an internal Business Continuity Management System audit program.
• Make sure that your audit program is capable of determining whether or not your Business Continuity Management System conforms to requirements.
• Make sure that your audit program is capable of determining whether or not your Business Continuity Management System has been implemented effectively.
• Establish your organization's internal Business Continuity Management System audit program.
• Implement your organization's internal Business Continuity Management System audit program.
• Maintain your organization's internal Business Continuity Management System audit program.
26 Review the performance of your organization's Business Continuity Management System.
• Establish a Business Continuity Management System review process.
• Plan your Business Continuity Management System review process.
• Review the performance of your Business Continuity Management System.
• Generate management review outputs.
• Communicate your management review results.
• Retain a record of management review results.
27 Identify nonconformities and take corrective actions.
• Identify nonconformities when they occur.
• React to your organization's nonconformities.
• Evaluate the need to eliminate causes.
• Implement corrective actions to address causes.
• Review the effectiveness of your corrective actions.
• Change your Business Continuity Management System if necessary or desirable.
• Enhance the overall performance of your Business Continuity Management System.
• Continuously improve the performance of your Business Continuity Management System.
• Continuously improve the suitability of your Business Continuity Management System.
• Continuously improve the adequacy of your Business Continuity Management System.
• Continuously improve the effectiveness of your Business Continuity Management System
• Maintains the delivery of protective services to the public which cannot be allowed to fail.
• Ensure that the organization is able to proactively identify the impacts of an operational disruption.
• Enables you to make the right decisions quickly.
• Ensures that the business has in place an effective response to disruptions which minimizes the impact on the organization.
• Knowledge of minimum levels and service delivery allows support resources from other parts of the business to be used to bolster disrupted areas.
• Building customer trust and confidence.
• Appeal to customers in regulated markets.
• Increase the confidence of the customers over the organization’s capability and thus being more competent, when others fail to deliver.
• Develops confidence in senior management's ability in being able to respond to a series of incidents and events in a formal, planned and tested way.
• There is an increased confidence in the general workforce in that they understand their jobs are not at risk and that something is being done to protect their livelihood.
• Ultimately customers prefer your product and service, leading to possible increase in demand.
• Could enhance your reputation; and might gain a competitive advantage.
• Business continuity plan is an advantage for your customers when faced with the competition.
• Gives you competitive advantage over those who don't do it.
• Complying with regulatory requirements.
• Mitigating reputation & financial exposures.
• Preventing or minimising financial losses.
• Preserves brand value - brand value is probably a company's biggest financial asset.
• Secures the supply chain.
• Can help to create or reinforce an appropriate risk culture.
QGlobal provides an integrated framework for managing and improving your customers’ satisfaction. Our program addresses four different areas:
1. Customer satisfaction code of conduct
2. Complaint-handling processes
3. External dispute resolution
4. Monitor and measure
1. Customer satisfaction code of conduct
Maintaining a high level of customer satisfaction is a significant challenge for many organizations. One way of meeting this challenge is to put in place and use a customer satisfaction code of conduct. A customer satisfaction code of conduct consists of promises and related provisions that address issues such as product delivery, product returns, handling of personal information of customers, advertising and stipulations concerning particular attributes of a product or its performance. A customer satisfaction code of conduct can be part of an effective approach to complaints management.
This involves:
a) Complaints prevention, by making use of an appropriate customer satisfaction code of conduct;
b) Internal complaints handling, for instances when expressions of dissatisfaction are received;
c) External dispute resolution, for situations in which complaints cannot be satisfactorily dealt with internally.
QGlobal provides guidance to assist an organization in determining that its customer satisfaction code provisions meet customer needs and expectations, and that the customer satisfaction code is accurate and not misleading.
Its use can:
• Enhance fair trade practices and customer confidence in an organization;
• Improve customer understanding of what to expect from an organization in terms of its products and relations with customers, thereby reducing the likelihood of misunderstandings and complaints;
• Potentially decrease the need for new regulations governing an organization’s conduct towards its customers.
2. Complaint-handling processes
QGlobal provides guidance for the design and implementation of an effective and efficient complaints-handling process for all types of commercial or non-commercial activities, including those related to electronic commerce. It is intended to benefit an organization and its customers, complainants and other interested parties.
The information obtained through the complaints-handling process can lead to improvements in products and processes and, where the complaints are properly handled, can improve the reputation of the organization, regardless of size, location and sector. In a global marketplace, the value of our program becomes more evident since it provides confidence in the consistent treatment of complaints. An effective and efficient complaints-handling process reflects the needs of both the organizations supplying products and those who are the recipients of those products.
The handling of complaints through a process can enhance customer satisfaction. Encouraging customer feedback, including complaints if customers are not satisfied, can offer opportunities to maintain or enhance customer loyalty and approval, and improve domestic and international competitiveness.
3. External Dispute Resolution
QGlobal provides guidance for organizations to plan, design, develop, operate, maintain and improve effective and efficient external dispute resolution for product-related complaints. Dispute resolution gives an avenue of redress when organizations do not remedy a complaint internally. Most complaints can be resolved successfully within the organization, without the need for further time-consuming and more adversarial procedures.
Organizations are encouraged to develop an effective and efficient internal complaints-handling process. There are different methods for resolving disputes and different terms used to describe them. These methods are facilitative, advisory or determinative. Each method can be used by itself or the methods can be used in sequence.
We help organisations to
a) Design a dispute-resolution process and decide when to offer dispute resolution to complainants,
b) Select a dispute-resolution provider that is able to meet an organization’s specific needs and expectations.
Providers from the public and private sectors can take various forms around the world, including industry sector specific associations, ombudsmen and multi-sector associations. While this program is directed towards organizations, providers can also benefit from knowing what guidance is being given to organizations. Providers can also use the guidance in their dispute-resolution process. Organizations are encouraged to plan, design, develop, operate, maintain and improve a dispute-resolution process in conjunction with a customer satisfaction code of conduct and internal complaints-handling process, and to integrate them with the organization’s quality or other management systems.
4. Monitor and measure
QGlobal provides guidance to the organization on establishing effective processes for monitoring and measuring customer satisfaction. One of the key elements of organizational success is the customer's satisfaction with the organization and its products. Therefore, it is necessary to monitor and measure customer satisfaction. The information obtained from monitoring and measuring customer satisfaction can help identify opportunities for improvement of the organization's strategies, products, processes and characteristics that are valued by customers, and serve the organization's objectives. Such improvements can strengthen customer confidence and result in commercial and other benefits.
We prepare a detailed customer satisfaction management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1. Customer satisfaction code of conduct.
1. Customer satisfaction Code framework
a. Establishment
b. Integration
2. Customer satisfaction Code Planning, design and development
a. Determine code objectives
b. Gather and assess information
c. Obtain and assess input from relevant interested parties
d. Prepare code
e. Prepare performance indicators
f. Prepare code procedures
g. Prepare internal and external communication plan
h. Determine resources needed
3. Implementation
4. Maintenance and improvement
a. Collection of information
b. Evaluation of code performance
c. Satisfaction with the code
d. Review of the code and code framework
e. Continual improvement
2 Complaint-handling processes.
1. Complaints-handling framework
a. Commitment
b. Policy
c. Responsibility and authority
2. Planning and design
a. General
b. Objectives
c. Activities
d. Resources
3. Operation of complaints-handling process
a. Communication
b. Receipt of complaints
c. Tracking of complaints
d. Acknowledgement of complaints
e. Initial assessment of complaints
f. Investigation of complaints
g. Response to complaints
h. Communicating the decision
i. Closing complaints
4. Maintenance and improvement
a. Collection of information
b. Analysis and evaluation of complaints
c. Satisfaction with the complaints handling process
d. Monitoring of the complaints handling process
e. Auditing of the complaints handling process
f. Management review of the complaints handling process
g. Continual improvement
3 External dispute resolution.
1. Dispute-resolution framework
a. Commitment
b. Top management responsibilities
c. Top management responsibilities
2. Dispute-resolution policy
a. Policy establishment
b. Policy review
c. Policy consistency
3. Planning, design and development
a. General
b. Objectives
c. Resources
4. Activities
a. Diagnosis
b. Design
c. Testing
5. Operations
a. General
b. Complaint referral
c. Receipt of dispute notice
6. Formulation of the organization’s response
a. Evaluation of dispute
b. Development of initial position
7. Resolution of dispute
a. Facilitative method
b. Advisory and determinative methods
c. Settlement
d. Acceptance of recommendation
e. Review of determinative decision
f. Implementation of resolution
g. Closing the file
8. Maintenance and improvement
a. Monitoring
b. Analysis and evaluation
9. Management review
a. General
b. Input
c. Output
10. Continual improvement
4 Monitor and measure.
1. Framework for monitoring and measuring customer satisfaction
2. Planning for monitoring and measuring customer satisfaction
a. Defining the purpose and objectives
b. Determining the scope and frequency
c. Determining implementation methods and responsibilities
d. Allocating resources
3. Monitoring and measuring customer satisfaction activities
a. General
b. Identifying customer expectations
c. Gathering customer satisfaction data
d. Analysing customer satisfaction data
e. Providing feedback for improvement
f. Monitoring customer satisfaction
4. Maintenance and improvement of monitoring and measurement processes
• Enhance fair trade practices and customer confidence in an organization;
• Improve customer understanding of what to expect from an organization in terms of its products and relations with customers, thereby reducing the likelihood of misunderstandings and complaints;
• Potentially decrease the need for new regulations governing an organization’s conduct towards its customers.
• Provide a complainant with access to an open and responsive complaints-handling process,
• Enhance the ability of the organization to resolve complaints in a consistent, systematic and responsive manner, to the satisfaction of the complainant and the organization,
• Enhance the ability of an organization to identify fends and eliminate causes of complaints, and improve the organization’s operations
• Help an organization create a customer-focused approach to resolving complaints, and encourage personnel to improve their skills in working with customers, and
• Provide a basis for continual review and analysis of the complaints-handling process, the resolution of complaints, and process improvements made
• Provide flexible dispute resolution that, in comparison with court-based processes, can be less expensive, easier and quicker, especially in disputes across borders;
• Help to enhance customer satisfaction and loyalty;
• Provide a benchmark against which individuals and organizations can evaluate claims by organizations and providers that they operate in an effective, efficient and fair manner;
• Help to inform potential users of dispute resolution about the conditions of access, cost and the legal consequences;
• Enhance the ability of an organization to identify and eliminate causes of disputes;
• Improve the way complaints and disputes are handled in the organization;
• Provide additional information that can contribute to improvement of the organization’s processes and products;
• Improve the organization’s reputation or avoid damage to it;
• Improve domestic and international competitiveness;
• Provide confidence of fair and consistent treatment of disputes throughout the global marketplace.
Specifically for compliance with the ISO 10000 standards, additional advantages could be:
1. Generates interest on senior management level;
2. Based on worldwide experience;
3. Recognizable for stakeholders (such as policymakers, investors and customers);
4. Accepted worldwide
QGlobal provides requirements for establishing, implementing, maintaining and improving an energy management system, to enable an organization to follow a systematic approach in achieving continual improvement of energy performance, including energy efficiency, energy use and consumption.
Our energy management consulting program specifies requirements applicable to energy use and consumption, including measurement, documentation and reporting, design and procurement practices for equipment, systems, processes and personnel that contribute to energy performance. Our energy management consulting program applies to all variables affecting energy performance that can be monitored and influenced by the organization. This International Standard does not prescribe specific performance criteria with respect to energy. Our energy management consulting program will be designed to be used independently, but it can be aligned or integrated with other management systems. It can be used by any organization wishing to ensure that it conforms to its stated energy policy and wishing to demonstrate this to others, such conformity being confirmed either by means of self-evaluation and self-declaration of conformity, or by certification of the energy management system by an external organization.
Implementation of energy management system is intended to lead to reductions in greenhouse gas emissions and other related environmental impacts and energy cost through systematic management of energy. Successful implementation of energy management system depends on commitment from all levels and functions of the organization, and especially from top management. Our program specifies energy management system (EnMS) requirements, upon which an organization can develop and implement an energy policy, and establish objectives, targets, and action plans which take into account legal requirements and information related to significant energy use. An EnMS enables an organization to achieve its policy commitments, take action as needed to improve its energy performance and demonstrate the conformity of the system to the requirements of this International Standard. Energy management system applies to the activities under the control of the organization, and can be tailored to fit the specific requirements of the organization, including the complexity of the system, degree of documentation, and resources.
We prepare a detailed energy management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1. Define energy management system outline
a. General requirements Management responsibility Top management
b. establish, document, implement, maintain and improve an energy management system
c. define and document the scope and boundaries of its EnMS;
d. Determine how it will meet the requirements of this International Standard in order to achieve continual improvement of its energy performance and of its EnMS.
e. Management representative
f. Energy policy
g. Energy planning
2. Energy planning
a. Legal requirements and other requirements
b. Energy review
c. Energy baseline
d. Energy performance indicators
e. Energy objectives, energy targets and energy management action plans
3. energy management system Implementation and operation
a. General
b. Competence, training and awareness on energy management system
c. Communication on energy management system
4. Documentation for energy management system
a. Documentation requirements
b. Control of documents
c. Operational control
d. Design
e. Procurement of energy services, products, equipment and energy Checking
5. Monitoring, measurement and analysis of energy management system
a. Evaluation of compliance with legal requirements and other requirements
b. Internal audit of the EnMS
c. Nonconformities, correction, corrective action and preventive action
d. Control of records
6. Management review on energy management system
• Reduced greenhouse-gas (GHG) emissions and carbon footprint. Compliance with this standard will allow you to meet current or future voluntary and/or mandatory energy efficiency targets or GHG emission reduction legislation.
• Increase energy cost savings for the organisation by reducing energy costs via a structured approach to managing your energy consumption.
• Increased knowledge of equipment efficiencies. By integrating your existing management systems you can align your Energy Management System (enms) with existing management systems for additional organisational benefits.
• Informed decision-making processes from system design through to operation
• Increased energy awareness among staff members at all levels.
• Structured approach to the Right First Time methodologies
• Improved corporate image and credibility with all stakeholders and customer
• Enhanced security of energy supply as you will have identified your energy risk exposure in areas within the organisation and commenced processes to reduce them
• Improved operational efficiencies and maintenance practices
Specifically for compliance with the ISO 50001 standards, additional advantages could be:
1. Generates interest on senior management level;
2. Based on worldwide experience;
3. Certifiable;
4. Recognizable for stakeholders (such as policymakers, investors and customers);
5. Accepted worldwide.
QGlobal assists organizations to develop and implement a policy and objectives which take into account legal requirements and other requirements to which the organization subscribes, and information about significant environmental aspects. It applies to those environmental aspects that the organization identifies as those which it can control and those which it can influence.
Environmental Management System can be implemented by any organization that wishes to
a) Establish, implement, maintain and improve an environmental management system,
b) Assure itself of conformity with its stated environmental policy,
Organizations of all kinds are increasingly concerned with achieving and demonstrating sound environmental performance by controlling the impacts of their activities, products and services on the environment, consistent with their environmental policy and objectives. They do so in the context of increasingly stringent legislation, the development of economic policies and other measures that foster environmental protection, and increased concern expressed by interested parties about environmental matters and sustainable development. Many organizations have undertaken environmental “reviews” or “audits” to assess their environmental performance. On their own, however, these “reviews” and “audits” may not be sufficient to provide an organization with the assurance that its performance not only meets, but will continue to meet, its legal and policy requirements. To be effective, they need to be conducted within a structured management system that is integrated within the organization. International Standards covering environmental management are intended to provide organizations with the elements of an effective environmental management system (EMS) that can be integrated with other management requirements and help organizations achieve environmental and economic goals. The overall aim is to support environmental protection and prevention of pollution in balance with socio-economic needs.
We prepare a detailed environmental management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1 Understand your organization and its particular context
• Identify and understand your organization's external context.
• Identify the external issues that are relevant to your organization's purpose.
• Identify the external conditions that are relevant to your organization's purpose.
• Identify and understand your organization's internal context.
• Identify the internal issues that are relevant to your organization's purpose.
• Identify the internal conditions that are relevant to your organization's purpose.
2 Clarify the needs and expectations of your interested parties
• Identify the interested parties that are relevant to your organization's EMS.
• Identify those who are interested in your environmental performance.
• Determine the needs and expectations of your organization's interested parties.
• Determine those that are relevant to your environmental performance.
• Determine those that have become compliance obligations (requirements).
3 Define the scope of your environmental management system
• Clarify boundaries and think about what your EMS should apply to.
• Use boundary and applicability information to define the scope of your EMS.
• Consider your compliance obligations when you define your scope.
• Consider your corporate context when you define your scope.
• Define the scope of your environmental management system (EMS).
• Include all the products that fall within the scope (boundary) of your EMS.
• Include all the services that fall within the scope (boundary) of your EMS.
• Include all the activities that fall within the scope (boundary) of your EMS.
• Document the scope of your environmental management system.
4 Establish and maintain an environmental management system
• Consider your organization's context when you establish and maintain its EMS.
• Consider your external context when you develop your organization's EMS.
• Think about how external issues could influence your organization's EMS.
• Think about how external interested parties could influence your EMS.
• Consider your internal context when you develop your EMS.
• Think about how internal issues could influence your EMS.
• Establish the processes that you need and clarify your process interactions.
• Implement, maintain, and improve your environmental management system.
5 Provide leadership by accepting responsibility for the EMS
• Accept responsibility for your organization's EMS.
• Demonstrate that you are committed to your EMS.
• Ensure that an environmental policy is formulated.
• Ensure that environmental objectives are established.
• Communicate your commitment to the EMS.
• Explain why environmental management is important.
• Expect your managers to be accountable for their EMS.
• Encourage your personnel to personally support their EMS.
6 Provide leadership by establishing an environmental policy
• Formulate your organization's environmental policy.
• Consider your context when you formulate your organization's policy.
• Consider the environment when you formulate your organization's policy.
• Consider your compliance obligations when you formulate your policy.
• Implement your organization's environmental policy.
• Document your organization's environmental policy.
• Communicate your organization's environmental policy.
• Expect your personnel to comply with your environmental policy.
7 Provide leadership by assigning EMS roles and responsibilities
• Provide effective environmental leadership.
• Assign all EMS roles, responsibilities, and authorities.
• Communicate all EMS roles, responsibilities, and authorities.
8 Planning
• Formulate actions to address your risks and opportunities
• Develop processes and prepare plans to establish your EMS
• Develop the processes that you need to meet EMS requirements.
• Establish processes needed to plan and implement your EMS.
• Implement processes needed to plan and implement your EMS.
• Maintain processes needed to plan and implement your EMS.
• Plan the establishment of your environmental management system.
• Consider the scope of your environmental management system
• Consider how you're going to address your organization's context
• Consider how you're going to determine your risks and opportunities
• Consider how you're going to identify potential emergency situations
• Consider how you're going to ensure that EMS achieves intended results.
• Establish environmental management planning documents and records.
• Document the risks and opportunities that need to be addressed.
• Document the processes needed to plan and manage your EMS.
• Maintain and control your EMS planning documents and records.
9 Identify significant environmental aspects and associated impacts
• Use risk planning process to identify environmental aspects.
• Identify environmental aspects that fall within the scope of your EMS.
• Identify those environmental aspects you can influence or control.
• Identify your organization's significant environmental aspects.
• Establish criteria to identify significant environmental aspects.
• Use risk planning process to identify environmental impacts.
• Identify the environmental impacts that fall within the scope of your EMS.
10 Study environmental aspects and identify compliance obligations
• Use risk planning process to identify compliance obligations.
• Identify the compliance obligations that fall within the scope of your EMS.
• Document your organization's particular EMS compliance obligations.
11 Address environmental aspects, obligations, risks, and opportunities
• Plan how you're going to ensure that EMS achieves its intended outcomes.
• Plan how you're going to address significant environmental aspects.
• Plan how you're going to address environmental compliance obligations.
• Plan how you're going to address environmental risks and opportunities.
• Formulate actions to ensure that your EMS achieves its intended outcomes.
• Carry out actions to ensure that your EMS achieves its intended outcomes.
12 Establish environmental objectives for all relevant areas
• Clarify criteria for setting environmental objectives.
• Ensure that objectives are consistent with your environmental policy.
• Ensure that objectives are measurable (whenever this is practicable).
• Ensure that objectives consider your options and requirements.
• Set objectives at relevant levels and for relevant functions.
• Set objectives that address your specific risks and opportunities.
• Set objectives that address your particular compliance obligations.
• Set objectives that address your significant environmental aspects.
13 Establish plans to achieve objectives and evaluate results
• Establish plans to achieve your environmental objectives.
• Develop actions to achieve your environmental objectives.
• Figure out how to integrate actions into business processes.
• Figure out how you're going to evaluate your results.
• Monitor how well objectives are being achieved.
14 Support your EMS by providing the necessary resources
• Determine the resources that your environmental management system needs.
• Provide the resources that your environmental management system needs.
15 Support your EMS by ensuring that people are competent
• Clarify your organization's environmental competence requirements.
• Identify those under your control who affect environmental performance.
• Identify the competence requirements of the people under your control who have an impact on your environmental performance.
• Acquire competence whenever shortcomings are discovered.
• Acquire the necessary competence whenever people fail to meet your organization's environmental competence requirements.
• Document the competence of those who affect environmental performance.
• Retain your documentation and use it as evidence to show that people have the competence they need to handle the environmental aspects of activities, processes, products, services, and systems.
16 Support your EMS by making people aware of their duties
• Make personnel aware of your organization's EMS.
• Share information about your EMS with the people who carry out work that is under your organization's control.
• Make sure that they are aware of your environmental policy.
• Make sure that they are aware of your environmental objectives.
• Make sure that they are aware of your environmental aspects.
• Make sure that they are aware of your environmental impacts.
17 Support your EMS by creating a communications processes
• Plan how you're going to manage EMS communications.
• Establish processes to manage your EMS communications.
• Figure out how internal communications will be handled.
• Figure out how external communications will be handled.
• Implement your organization's EMS communications processes.
18 Support your EMS by facilitating internal communications
• Establish EMS communications within and throughout your organization.
• Discuss your EMS with people at all organizational levels and functions.
• Enable anyone under your control to contribute to continual improvement.
19 Support your EMS by establishing external communications
• Establish communications between your organization and external parties.
• Use your communications process to control external communications.
20 Support your EMS by using all necessary EMS documents
• Figure out how extensive documented EMS information should be.
• Consider your activities when you establish documents and records.
• Consider your personnel when you establish documents and records.
• Consider your obligations when you establish documents and records.
• Consider your processes when you establish documents and records.
• Consider your products when you establish documents and records.
• Consider your services when you establish documents and records.
• Consider your size when you establish documents and records.
• Select all the documents and records that your EMS needs.
• Select all the internal documents and records that EMS needs.
• Select all the external documents and records that EMS needs.
21 Support your EMS by managing the use of EMS documents
• Manage your organization's documented EMS information.
• Make sure that your organization’s EMS documents and records are properly identified and described.
• Make sure that your organization’s EMS documents and records are properly formatted and presented.
• Make sure that your organization’s EMS documents and records are properly reviewed and approved.
22 Support your EMS by controlling the use of EMS documents
• Select all of the EMS documents and records that you need.
• Figure out how your EMS documents should be controlled
.
• Think about how EMS documents and records are created, identified, distributed, stored, retrieved, accessed, used, protected and changed
• Control all the EMS documents and records that you need.
• Control all the internal documents and records that your EMS needs.
• Control all the external documents and records that your EMS needs.
23 Establish your EMS processes and control how they operate
• Determine the environmental requirements that processes must meet.
• Specify environmental requirements for procurement process (as appropriate).
• Clarify environmental requirements for your product and service purchases.
• Specify environmental requirements for your design process (as appropriate).
• Establish controls to ensure that environmental requirements are considered.
• Plan the implementation of your organization's EMS processes.
• Clarify the operating criteria that your EMS processes must meet.
• Develop controls for your environmental management processes.
• Consider using personnel to control your organization's processes.
• Consider using procedures to control your organization's processes.
• Consider using technologies to control your organization's processes.
• Consider using methodologies to control your organization's processes.
• Implement and control your organization's EMS processes.
• Use documents to show that EMS processes were implemented.
24 Establish your emergency preparedness and response processes
• Establish emergency preparedness and response processes.
• Establish processes to prepare for potential emergency situations.
• Establish processes to respond to potential emergency situations.
• Maintain emergency preparedness and response processes.
• Provide emergency preparedness and response training and information.
• Document emergency preparedness and response processes and activities.
• Review emergency preparedness and response processes and actions.
25 Determine your environmental performance and compliance
• Investigate your organization’s environmental performance
• Plan how you're going to investigate your environmental performance.
• Plan how you're going to monitor your environmental performance.
• Plan how you're going to measure your environmental performance.
• Plan how you're going to analyze your environmental performance.
• Plan how you're going to evaluate your environmental performance.
• Investigate your organization's environmental performance.
• Monitor your organization's environmental performance.
• Measure your organization's environmental performance.
• Analyze your organization's environmental performance.
• Evaluate your organization's environmental performance.
• Communicate your organization's environmental performance.
26 Evaluate your organization’s environmental compliance
• Plan how you're going to find out if compliance obligations are being met.
• Figure out how often environmental compliance should be evaluated.
• Establish suitable environmental compliance evaluation processes.
• Implement suitable environmental compliance evaluation processes.
• Maintain suitable environmental compliance evaluation processes.
• Take action to resolve environmental compliance shortcomings.
27 Audit your organization’s environmental management system
• Conduct EMS conformance audits and document your results
• Conduct internal EMS conformance audits at planned intervals.
• Determine if your organization's EMS meets requirements.
• See if your EMS meets your organization's own requirements.
• See if your EMS meets the requirements of this ISO standard.
• Examine the effectiveness of your organization's EMS.
28 Establish internal audit methods, schedules, and requirements
• Plan the development of your internal audit program.
• Develop a program that can find out if EMS meets requirements.
• Develop a program that can determine if EMS is effective.
• Establish your internal audit program.
• Establish internal audit responsibilities.
• Establish internal audit planning requirements.
• Establish internal audit reporting requirements.
• Establish internal audit schedules.
• Establish internal audit methods.
• Implement your internal audit program.
• Define the scope for each internal audit.
• Specify audit criteria for each internal audit.
• Select impartial and objective internal auditors.
• Carry out internal audits at planned intervals.
• Report internal audit results to management.
29 Review your organization’s environmental management system
• Review your organization's EMS at regular intervals.
• Review EMS suitability, adequacy, and effectiveness.
• Review the status of your previous management reviews.
• Review how well environmental objectives are being achieved.
• Review relevant communications from interested parties.
• Review environmental performance (including trends).
• Review changes in aspects, obligations, issues, and risks.
• Review potential continual improvement opportunities.
• Review the strategic direction that your EMS is taking.
• Review your EMS resource needs and requirements.
• Generate appropriate management review outputs.
• Draw conclusions about your organization's EMS.
• Make decisions about your organization's EMS.
• Define actions to improve environmental performance.
• Consider implications for your overall strategic direction.
• Document the results of your management reviews.
30 Take action to improve your EMS and achieve intended outcomes
• Determine opportunities to improve EMS and achieve its intended outcomes.
• Take all necessary actions to improve EMS and achieve its intended outcomes.
• Use performance evaluation outputs to improve your organization's EMS.
• Use compliance evaluation outputs to improve your organization's EMS.
• Use management review outputs to improve your organization's EMS.
• Use internal audit outputs to improve your organization's EMS.
31 Control nonconformities and take appropriate corrective action
• React to your organization's nonconformities.
• Take action to control nonconformities.
• Deal with all relevant consequences.
• Evaluate the need to eliminate causes.
• Review nonconformity and identify causes.
• Determine if similar nonconformities exist.
• Decide if corrective action should be taken.
• Develop corrective actions to address causes.
• Implement corrective actions to address causes.
• Review the effectiveness of your corrective actions.
• Document your nonconformities, actions, and results.
32 Enhance the suitability, adequacy, and effectiveness of your EMS
• Enhance your organization's environmental performance.
• Continually improve the performance of your EMS.
• Continually improve the suitability of your EMS.
• Continually improve the adequacy of your EMS.
• Continually improve the effectiveness of your EMS
• Identify cost savings with greater emphasis on resource, waste and energy management
• Develop the corporate image and credibility
• Quantify, monitor and control the impact of operations on the environment, now and in the future
• Ensure legislative awareness and compliance
• Improve environmental performance of supply chain
• Protect the company, assets, shareholders and directors
• Potentially decrease public liability insurance costs for your organisation
• Grow your access to business partners and potential customers
Specifically for compliance with the ISO 14001 standards, additional advantages could be:
• Generates interest on senior management level;
• Based on worldwide experience;
• Certifiable;
• Recognizable for stakeholders (such as policymakers, investors and customers);
• Accepted worldwide.
QGlobal helps organisations to meet the requirements for a food safety management system that combines the following generally recognized key elements to ensure food safety along the food chain, up to the point of final consumption:
• interactive communication
• system management
• prerequisite programmed
• HACCP principles
Food safety is related to the presence of food-borne hazards in food at the point of consumption (intake by the consumer). As the introduction of food safety hazards can occur at any stage of the food chain, adequate control throughout the food chain is essential. Thus, food safety is ensured through the combined efforts of all the parties participating in the food chain. Organizations within the food chain range from feed producers and primary producers through food manufacturers, transport and storage operators and subcontractors to retail and food service outlets (together with inter-related organizations such as producers of equipment, packaging material, cleaning agents, additives and ingredients). Service providers are also included.
Communication along the food chain is essential to ensure that all relevant food safety hazards are identified and adequately controlled at each step within the food chain. This implies communication between organizations both upstream and downstream in the food chain. Communication with customers and suppliers about identified hazards and control measures will assist in clarify customer and supplier requirements (e.g. with regard to the feasibility and need for these requirements and their impact on the end product). Recognition of the organization’s role and position within the food chain is essential to ensure effective interactive communication throughout the chain in order to deliver safe food products to the final consumer.
The most effective food safety systems are established, operated and updated within the framework of a structured management system and incorporated into the overall management activities of the organization. This provides maximum benefit for the organization and interested parties. We help to integrate the principles of the Hazard Analysis and Critical Control Point (HACCP) system and application steps developed by the Codex Alimentarius Commission. By means of auditable requirements, it combines the HACCP plan with prerequisite programmed (PRPs). Hazard analysis is the key to an effective food safety management system, since conducting a hazard analysis assists in organizing the knowledge required to establish an effective combination of control measures. All hazards that may be reasonably expected to occur in the food chain, including hazards that may be associated with the type of process and facilities used, are identified and assessed. Thus it provides the means to determine and document why certain identified hazards need to be controlled by a particular organization and why others need not.
During hazard analysis, the organization determines the strategy to be used to ensure hazard control by combining the PRP(s), operational PRP(s) and the HACCP plan.
This programme can be used by all organizations, regardless of size, which are involved in any aspect of the food chain and want to implement systems that consistently provide safe products. The means of meeting any requirements of International Standard can be accomplished through the use of internal and/or external resources.
Our program enables an organization
1. To plan, implement, operate, maintain and update a food safety management system aimed at providing products that, according to their intended use, are safe for the consumer,
2. To demonstrate compliance with applicable statutory and regulatory food safety requirements,
3. To evaluate and assess customer requirements and demonstrate conformity with those mutually agreed customer requirements that relate to food safety, in order to enhance customer satisfaction,
4. To effectively communicate food safety issues to their suppliers, customers and relevant interested parties in the food chain,
5. To ensure that the organization conforms 10 its stated food safety policy,
6. To demonstrate such conformity to relevant interested parties, and
7. To seek certification or registration of its food safety management system by an external organization, or make a self-assessment or self-declaration of conformity to this international standard.
We assist an organization, such as a small and/or less developed organization (e.g. a small farm, a small packer-distributor, a small retail or food service outlet), to implement an externally developed combination of control measures.
We prepare a detailed food safety management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1 Establish a food safety management system (Food Safety Management System)
• Develop an effective food safety management system.
• Document your food safety management system.
• Implement your food safety management system.
• Maintain your food safety management system.
• Evaluate your food safety management system.
• Update your food safety management system.
2 Develop your food safety management documents.
• Develop a food safety policy document.
• Develop the procedures required by this standard.
• Develop the records required by this standard.
• Control your food safety management documents.
• Develop a procedure to control your Food Safety Management System documents.
• Document your Food Safety Management System document control procedure.
• Control your food safety records.
• Establish a set of records for your Food Safety Management System.
• Develop a procedure to control your Food Safety Management System records.
• Document your Food Safety Management System record control procedure.
3 Demonstrate a commitment to food safety
• Make sure that your organization's top managers demonstrate a commitment to their food safety management system (Food Safety Management System).
• Make sure that top managers support the establishment of a Food Safety Management System.
• Make sure that top managers can prove that they support their Food Safety Management System.
• Establish your food safety policy
• Make sure that your top managers establish a food safety policy.
• Make sure that your top managers communicate their support for your organization's food safety policy.
• Make sure that your top managers ensure that your food safety policy is implemented throughout your organization.
• Plan your food safety management system (Food Safety Management System)
• Make sure that top managers plan the development of your Food Safety Management System.
• Make sure that top managers plan the documentation of your Food Safety Management System.
• Make sure that top managers plan the implementation of your Food Safety Management System.
• Make sure that top managers plan the maintenance of your Food Safety Management System.
• Make sure that top managers plan the evaluation of your Food Safety Management System.
• Make sure that top managers plan the modification of your Food Safety Management System.
• Clarify your Food Safety Management System responsibilities and authorities
• Make sure that your top managers define your organization's Food Safety Management System responsibilities and authorities.
• Make sure that your top managers communicate about Food Safety Management System responsibilities and authorities.
• Make sure that all personnel are responsible for reporting your organization's Food Safety Management System problems.
• Make sure that designated personnel are given the responsibility and authority to solve Food Safety Management System problems.
• Appoint a food safety team leader
• Give your team leader the job of managing your Food Safety Management System.
• Give your team leader the authority to establish your Food Safety Management System.
• Give your team leader the responsibility to report on your Food Safety Management System.
• Establish your communications
• Allocate the responsibility and authority to communicate externally about food safety.
• Establish effective external communication arrangements to address food safety issues.
• Implement effective external communication arrangements to address food safety issues.
• Maintain effective external communication arrangements to address food safety issues.
• Establish effective internal communication arrangements.
• Implement effective internal communication arrangements.
• Maintain effective internal communication arrangements.
4 Develop emergency response procedures
• Establish procedures to manage food safety emergencies and accidents.
• Implement procedures to manage food safety emergencies and accidents.
• Maintain procedures to manage food safety emergencies and accidents.
• Review your organization's food safety management system.
• Carry out regular food safety management system reviews.
• Keep a record of your food safety management reviews.
• Examine management review inputs.
• Review information (inputs) about your Food Safety Management System.
• Ensure that review inputs allow top managers to see whether stated Food Safety Management System objectives are being achieved.
• Generate management review outputs.
• Generate decisions and actions (outputs) that assure the safety of the food products that fall within your Food Safety Management System.
• Generate decisions and actions (outputs) to improve the effectiveness of your organization’s Food Safety Management System.
• Generate decisions and actions (outputs) to update your organization’s food safety policy.
• Generate decisions and actions (outputs) to revise your organization’s food safety objectives.
• Generate decisions and actions (outputs) to address Food Safety Management System resource needs.
5. Food Safety Resource Requirements
• Provide adequate Food Safety Management System resources
• Provide resources needed to establish your organization's Food Safety Management System.
• Provide resources needed to implement your organization's Food Safety Management System.
• Provide resources needed to maintain your organization's Food Safety Management System.
• Provide resources needed to update your organization's Food Safety Management System.
• Provide competent food safety personnel.
• Make sure that food safety personnel are competent.
• Maintain a record of the contracts and agreements you have with external food safety management system (Food Safety Management System) experts.
• Provide training and awareness programs.
• Identify the competencies that personnel who influence food safety must have.
• Deliver training to ensure that personnel have the competencies they need.
• Make personnel aware of how their individual job performance influences food safety.
• Evaluate the effectiveness of Food Safety Management System training and awareness activities.
• Maintain a record of Food Safety Management System training.
• Provide adequate infrastructure
• Establish the infrastructure needed to comply with ISO 22000.
• Maintain the infrastructure needed to comply with ISO 22000.
• Provide adequate work environment
• Establish the work environment needed to comply with ISO 22000.
• Manage the work environment needed to comply with ISO 22000.
• Maintain the work environment needed to comply with ISO 22000.
6 Manage the realization of safe products
• Plan the processes needed to realize safe products.
• Develop the processes needed to realize safe products.
• Implement the processes needed to realize safe products.
• Operate the processes needed to realize safe products.
• Establish your prerequisite programs (PRPs)
• Establish PRPs for your organization.
• Implement your organization's PRPs.
• Maintain your organization's PRPS.
• Make sure that your PRPs meet your organization’s unique food safety needs.
• Make sure that your PRPs reflect and respect the nature of your organization and how it operates.
• Make sure that your PRPs meet legal requirements.
• Make sure that your food safety team formally approves your PRPs before they are implemented.
• Make sure that your PRPs are effective.
• Consider appropriate information from external sources and use it to establish your organization’s PRPs.
• Consider your organization’s circumstances and structure as you establish your particular PRPs.
• Consider your organization’s service providers and suppliers as you establish your particular PRPs.
• Consider how you’re going to ensure that your organization’s PRPs are implemented and effective.
• Get ready to do a hazard analysis
• Collect the information you will need in order to conduct your hazard analysis.
• Document all relevant information before you carry out your hazard analysis.
• Appoint a food safety team.
• Appoint a multidisciplinary food safety team to develop and implement your organization’s Food Safety Management System.
• Maintain records that show that your food safety team has the necessary knowledge and experience.
• Describe product characteristics.
• Describe ingredients and materials.
• Describe end product characteristics.
• Document the intended use of end products.
• Describe the intended use of your end products and document these descriptions.
• Describe how you expect your end products to be handled under reasonable circumstances.
• Identify user groups for each end product.
• Make sure that your intended use documents are kept up to date.
• Use your intended use documents to prepare for your hazard analysis.
• Prepare flow diagrams and describe controls.
• Prepare flow diagrams for your products.
• Describe existing controls and procedures.
• Perform your organization’s hazard analysis
• Assess your food safety hazards and controls.
• Make sure that your organization’s food safety team carries out a hazard analysis.
• Make sure that your food safety team selects the measures that should be used to control hazards.
• Identify hazards and define acceptable levels.
• Identify your food safety hazards.
• Consider your hazard environment.
• Specify acceptable hazard levels.
• Assess your organization's food safety hazards.
• Carry out a hazard assessment for each one of your organization’s food safety hazards.
• Describe your hazard assessment methodology.
• Record results of your food safety hazard assessment.
• Select measures to control your hazards.
• Use your hazard assessment to select control measures that are capable of controlling your organization’s food safety hazards.
• Review your existing food safety control measures.
• Study each control measure and decide whether you should use your operational PRPs or your HACCP plan to manage it.
• Implement your food safety control measures.
• Document the methodology and the parameters that were used to categorize your food safety control measures.
• Record the results of your categorization decisions.
• Establish your operational prerequisite programs (OPRPs)
• Indicate which hazards will be controlled by each OPRP.
• Identify the control measures that will be used by each OPRP.
• Define the procedures that will be used to monitor your OPRPs.
• Clarify corrections and corrective actions for your OPRPs.
• Establish your HACCP plan
• Document your organization's HACCP plan.
• Establish an HACCP plan to control your organization’s food safety hazards.
• Identify your critical control points (CCPs).
• Identify CCPs for each of the control measures that will be used by your HACCP plan to manage and control food safety hazards.
• Specify critical limits for each critical control point (CCP).
• Specify critical limits for each CCP in order to ensure that you do not exceed acceptable food safety hazard levels for end products.
• Explain why you have chosen your particular critical limits and document your rationale.
• Use your critical limits to ensure that you do not exceed acceptable food safety hazard levels.
• Monitor your critical control points (CCPs).
• Establish a monitoring system for each CCP.
• Establish procedures and instructions to help you monitor your CCPs and critical limits.
• Establish a record keeping system to track your CCP monitoring activities.
• Respond to critical limit violations.
• Use your HACCP plan to describe the actions you plan to take when you exceed or violate critical limits.
• Establish and maintain procedures to handle products that are potentially unsafe.
7 Update preliminary documents and programs
• Update documents previously used for your hazard analysis.
• Update your organization's prerequisite programs (PRPs).
• Update your organization's HACCP plan (if necessary).
• 7.8 Plan and perform your verification activities
• Plan your organization's Food Safety Management System verification activities.
• Verify that your Food Safety Management System has been implemented.
• Record the results of your verification activities.
• Report verification results to your food safety team.
• Establish a product traceability system
• Make sure that your system can trace product lots.
• Make sure that your system can trace supplied materials.
• Make sure that your system can trace product distribution.
• Control your nonconforming products
• Identify and correct nonconforming products.
• Identify and control the use and release of all nonconforming products.
• Establish a procedure to manage and control your nonconforming end products.
• Manage and control your product corrections.
• Evaluate data and take corrective actions.
• Evaluate data derived from the monitoring of food safety hazards and control measures.
• Establish and maintain corrective action procedures.
• Use your procedures to take corrective actions.
• Record the corrective actions you have taken.
• Manage potentially unsafe products.
• Control potentially unsafe products.
• Evaluate potentially unsafe products.
• Reprocess or dispose of unsafe products.
• Withdraw and secure unsafe products.
• Appoint personnel and give them the authority to manage the withdrawal of unsafe end product lots.
• Establish and maintain a procedure to control the withdrawal of unsafe end product lots.
• Use your procedure to withdraw unsafe product lots.
• Secure or supervise all withdrawn end product lots.
• Record your unsafe product withdrawal activities.
• Report unsafe product withdrawals to top management.
• Use appropriate techniques to verify the effectiveness of your organization’s product withdrawal program.
• Record the effectiveness of your withdrawal program.
8. Food Safety Confirmation Requirements
• Confirm and improve food safety methods
• Plan how to confirm that food safety methods are working.
• Implement plans to confirm that food safety methods are working.
• Validate food safety control measures
• Validate your control measures before you implement them.
• Make sure that your validations can confirm that your food safety control measures are effective.
• Revalidate your control measures whenever you change them.
• Control your monitoring and measuring methods
• Prove that monitoring and measuring methods are adequate.
• Verify your organization's measuring methods and equipment.
• Validate your monitoring and measuring software.
• Verify your food safety management system (Food Safety Management System)
• Perform regular internal audits.
• Establish an internal audit program.
• Plan your internal audit projects.
• Perform regular internal audits of your Food Safety Management System.
• Make sure that your managers solve problems discovered in their areas by internal auditors.
• Follow up on the actions taken by managers to solve problems discovered during internal audits.
• Evaluate your verification results.
• Make sure that your food safety team evaluates the specific results of previous verification activities.
• Take action if your evaluation shows that your Food Safety Management System fails to comply with your planned arrangements.
• Analyze your verification results.
• Make sure that your food safety team analyses the specific results of previous verification activities.
• Confirm that your Food Safety Management System meets requirements.
• Figure out if your Food Safety Management System needs to be changed.
• Identify potentially unsafe product trends.
• Collect information to help you plan internal audits.
• Collect evidence that proves that actions taken to address nonconformities are effective.
• Record the results of your verification analysis and the activities that result from your analysis.
• Report the results of your verification analysis and the activities that result from your analysis.
• Use your analytical results and activities as input to help you update your organization’s Food Safety Management System.
• Improve your food safety management system (FSMS)
• Continually improve your organization's Food Safety Management System.
• Use communication to help you continually improve the effectiveness of your Food Safety Management System.
• Use management reviews to help you continually improve the effectiveness of your Food Safety Management System.
• Use internal audits to help you continually improve the effectiveness of your Food Safety Management System.
• Use corrective actions to help you continually improve the effectiveness of your Food Safety Management System.
• Use verification studies and research to help you continually improve the effectiveness of your Food Safety Management System.
• Use control measure validation results to help you continually improve the effectiveness of your Food Safety Management System.
• Continually update your organization's Food Safety Management System.
• Make sure that top management actively ensures that your organization continually updates its Food Safety Management System.
• Make sure that your food safety team evaluates your Food Safety Management System at planned intervals.
• Make sure that your food safety team studies their evaluation reports and then decides whether food safety programs and plans should be reviewed.
• Update your organization’s Food Safety Management System.
• Record your Food Safety Management System updating activities.
• Report your Food Safety Management System updating activities.
• • Demonstrate an organisation’s commitment to food safety
• Ensure control, at all stages of the food supply chain, are in place to prevent food safety hazards
• Embed and improve the internal processes needed to provide consistently safe food
• Provide a framework for management commitment, supplier and customer communication and continuous improvement of the food safety system
• Provide confidence to customers and other stakeholders that you have the ability to control food safety hazards and provide safe products
• Provide a means of continual improvement that ensures the food safety management system is reviewed and updated, so that all activities related to food safety remain safe and effective
Specifically for compliance with the ISO 22000 standards, additional advantages could be:
1. Generates interest on senior management level;
2. Based on worldwide experience;
3. Certifiable;
4. Recognizable for stakeholders (such as policymakers, investors and customers);
5. Accepted worldwide.
QGlobal provides support for organisations in establishing, implementing, operating, monitoring, reviewing, maintaining and improving an Information Security Management System (ISMS). An ISMS is a systematic approach to managing sensitive company information so that it remains secure. It includes people, processes and IT systems by applying a risk management process. The adoption of ISMS should be a strategic decision for an organization. The design and implementation of an organization's ISMS is done by considering their needs and objectives, security requirements, the processes employed and the size and structure of the organization. These and their supporting systems are expected to change over time. It is expected that an ISMS implementation will be scaled in accordance with the needs of the organization, e.g. a simple situation requires a simple ISMS solution.
QGlobal adopts a process approach for establishing, implementing, operating, monitoring, reviewing, maintaining and improving an organization's ISMS. An organization needs to identify and manage many activities in order to function effectively. Any activity using resources and managed in order to enable the transformation of inputs into outputs can be considered to be a process. Often the output from one process directly forms the input to the next process. The application of this system of processes within an organization, together with the identification and interactions of these processes, and their management, can be referred to as a "process approach".
The process approach for information security management encourages emphasizing the importance of:
a) Understanding an organization's information security requirements and the need to establish policy and objectives for information security;
b) Implementing and operating controls to manage an organization's information security risks in the context of the organization's overall business risks;
c) Monitoring and reviewing the performance and effectiveness of the ISMS; and
d) Continual improvement based on objective measurement.
We prepare a detailed information security management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1 Understand your organization and its context
• Identify and understand your organization's context before you establish its information security management system (Information Security Management System).
• Identify the internal issues that are relevant to your organization's purpose and consider the influence these issues could have on its ability to achieve the outcomes that its Information Security Management System intends to achieve.
• Determine the influence your internal stakeholders could have.
• Determine the influence your approach to governance could have.
• Determine the influence your organization's capabilities could have.
• Determine the influence your organization's culture could have.
• Determine the influence your organization's contracts could have.
• Identify the external issues that are relevant to your organization's purpose and consider the influence these issues could have on its ability to achieve the outcomes that its Information Security Management System intends to achieve.
• Determine the influence environmental conditions could have.
• Determine the influence key trends and drivers could have.
• Determine the influence external stakeholders could have.
2 Define the needs and expectations of interested parties
• Identify all of the parties that have an interest in your organization's Information Security Management System.
• Identify their requirements including their needs and expectations.
3 Figure out what your Information Security Management System should apply to and clarify its scope
• Figure out what your organization's Information Security Management System should apply to and what its boundaries should be.
• Use boundaries and applicability information to clarify the scope of your organization's Information Security Management System.
• Document the scope of your organization's Information Security Management System.
• Control your organization's Information Security Management System scope document.
4 Provide leadership and show that you support your Information Security Management System
• Demonstrate a commitment to your Information Security Management System.
• Ensure that Information Security Management System policies are established.
• Ensure that Information Security Management System objectives are established.
• Ensure that Information Security Management System achieves its intended outcomes.
• Ensure that Information Security Management System requirements become an integral part of your organization's processes.
• Ensure that necessary Information Security Management System resources are available when they are needed.
• Communicate a commitment to your Information Security Management System.
• Make sure that people understand how important information security actually is.
• Encourage managers to demonstrate their leadership and commitment to information security within their own areas.
5 Establish an information security policy
• Establish an information security policy for your organization.
• Make sure that your information security policy is appropriate and supports your organization's purpose.
• Make sure that your information security policy either includes security objectives or can be used to establish these objectives.
• Make sure that your information security policy makes a commitment to comply with all relevant information security requirements.
6 Assign responsibility and authority for your Information Security Management System
• Allocate responsibility and authority for carrying out information security roles to the appropriate people within your organization.
• Communicate all relevant information security management roles, responsibilities, and authorities.
7 Specify actions to manage risks and address opportunities
• Consider risks and opportunities when you plan your Information Security Management System
• Identify the risks and opportunities that could influence the effectiveness of your organization's Information Security Management System or disrupt its operation.
• Consider how your internal and external issues could affect how well your Information Security Management System is able to achieve intended outcomes.
• Consider how your legal and regulatory requirements could affect how well your Information Security Management System is able to achieve its intended outcomes.
• Figure out what you need to do to address the risks and opportunities that could influence the effectiveness of your organization's Information Security Management System or disrupt its operation.
8 Establish an information security risk assessment process
• Define an information security risk assessment process.
• Figure out how you’re going to perform risk assessments.
• Figure out how you’re going to identify risk owners.
• Figure out how you’re going to ensure that your risk assessments produce consistent and valid results.
• Assess your organization’s information security risks.
• Identify your organization’s information security risks.
• Analyze your organization’s information security risks.
• Evaluate your organization’s information security risks.
• Prioritize your organization’s information security risks.
• Document your information security risk assessment process.
9 Develop an information security risk treatment process
• Define an information security risk treatment process.
• Figure out how you’re going to select appropriate information security risk treatment options.
• Figure out how you’re going to select the controls that will be needed to implement your risk treatment options.
• Figure out how you’re going to formulate an information security risk treatment plan.
• Apply your information security risk treatment process.
• Document your information security risk treatment process.
• 6.2 Set security objectives and develop plans to achieve them
• Establish your organization's information security objectives.
• Establish plans to achieve information security objectives.
• Specify what must be done to achieve your objectives.
• Specify who will be responsible for achieving objectives.
10 . Support Requirements
• Support your Information Security Management System by providing the necessary resources
• Identify and provide the resources that your Information Security Management System needs.
• Support your Information Security Management System by making sure that people are competent
• Identify the competence requirements of those under your organization’s control who have an impact on its information security performance.
• Acquire the necessary competence whenever current personnel fail to meet your organization's information security competence requirements.
• Evaluate the effectiveness of any actions taken to acquire the information security competence your organization needs to have.
11 Support your Information Security Management System by making people aware of their responsibilities
• Make sure that the people who work for your organization understand and are aware of its information security policy.
• Make sure that the people who work for your organization understand how they can support and help enhance the effectiveness of your Information Security Management System.
• Support your Information Security Management System by identifying your communication needs
• Identify your organization's internal Information Security Management System communication needs.
• Identify your organization's external Information Security Management System communication needs.
12 Support your Information Security Management System by managing all relevant information
• Include the information and documents that your Information Security Management System needs
• Figure out how extensive your Information Security Management System documentation needs to be.
• Identify all the documents and records that your Information Security Management System needs.
• Manage the creation and modification of your Information Security Management System documents
• Manage the creation and modification of your organization's Information Security Management System documents and records (documented information).
• Make sure that your Information Security Management System documents and records are properly identified and described.
• Make sure that your Information Security Management System documents and records are properly formatted and presented.
• Make sure that your Information Security Management System documents and records are properly reviewed and approved.
13 Control your organization's Information Security Management System information and documents
• Control all of the information security documents and records(documented information) that your organization needs.
• Control all documents and records that your Information Security Management System needs in order to preserve the confidentiality, integrity, and availability of information.
• Control all the documents and records required by this standard.
• Control how Information Security Management System documents and records are controlled.
• Control how Information Security Management System documents and records are created.
• Control how Information Security Management System documents and records are identified.
• Control how Information Security Management System documents and records are distributed.
• Control how Information Security Management System documents and records are stored.
• Control how Information Security Management System documents and records are retrieved.
• Control how Information Security Management System documents and records are accessed.
• Control how Information Security Management System documents and records are used.
• Control how Information Security Management System documents and records are protected.
• Control how Information Security Management System documents and records are changed.
• Control how Information Security Management System documents and records are preserved.
14 Carry out operational planning and control processes
• Establish the processes that your organization needs in order to meet its information security requirements and implement the actions needed to address its information security risks and opportunities.
• Plan the development of your Information Security Management System processes.
• Develop your organization's Information Security Management System processes.
• Implement your organization's Information Security Management System processes.
• Control internal and outsourced Information Security Management System processes.
• Maintain your organization's Information Security Management System processes.
• Implement plans to achieve your organization’s information security objectives
15 Conduct regular information security risk assessments
• Perform regular information security risk assessments.
• Prioritize your risks whenever risk assessments are done.
• Maintain a record of your of risk assessment results.
16 Implement your information security risk treatment plan
• Implement your information security risk treatment plan.
• Maintain a record of your risk treatment results.
17 Monitor, measure, analyze, and evaluate your information security
• Figure out how you’re going to assess the performance of your information security and determine the effectiveness of your Information Security Management System.
• Figure out how you’re going to monitor the performance of your organization’s information security and the effectiveness of its Information Security Management System.
• Figure out how you’re going to measure the performance of your organization’s information security and the effectiveness of its Information Security Management System.
• Figure out how you’re going to analyze the performance of your organization’s information security and the effectiveness of its Information Security Management System.
• Figure out how you’re going to evaluate the performance of your organization’s information security and the effectiveness of its Information Security Management System.
• Assess the performance of your information security and determine the effectiveness of your Information Security Management System.
18 Set up an internal audit program and use it to evaluate your Information Security Management System
• Plan the development of an internal Information Security Management System audit program.
• Make sure that your audit program is capable of determining whether or not your Information Security Management System conforms to requirements.
• Make sure that your audit program is capable of determining whether or not your Information Security Management System has been implemented effectively.
• Establish your internal Information Security Management System audit program.
• Establish your internal audit methods.
• Establish internal audit responsibilities.
• Establish internal audit planning requirements.
• Establish internal audit schedules and routines.
• Establish internal audit reporting requirements.
• Implement your internal Information Security Management System audit program.
• Maintain your internal Information Security Management System audit program.
19 Review performance of your Information Security Management System at planned intervals
• Establish a management review process.
• Plan your organization’s Information Security Management System review process.
• Review the performance of your Information Security Management System.
• Generate management review outputs.
• Retain a record of management review results.
20 Identify nonconformities and take corrective actions
• Identify nonconformities when they occur.
• React to your organization's nonconformities.
• Evaluate the need to eliminate or control causes.
• Implement corrective actions to address causes.
• Review the effectiveness of your corrective actions.
• Change your organization’s Information Security Management System whenever necessary.
• Improve the suitability, adequacy, and effectiveness of your Information Security Management System
• • Protects information in terms of confidentiality, integrity and availability
• Ensures the right people, processes, procedures and technologies are in place to protect information assets
• Proves Senior Management Commitment to the Security of the organization’s information
• Allows regular assessment process which helps an organization to continually monitor and improve the system
• Provides a competitive edge – by meeting contractual requirements and demonstrating to customers that the security of their information is paramount provision of a common language and conceptual basis for information security, making it easier to place confidence in business partners with compliant ISMS, especially if they require certification against ISO/IEC 27001 by an accredited certification body.
• Business managers of the organizations will make informed decisions regarding potential risk and should be able demonstrate compliance with standards and regulations such as SOX, GLBA, HIPAA, DPA to their critical information on regular basis.
• An ISMS is a defensive mechanism to any APT (advanced persistent threat) to minimize the impact from these external threats of various cybercrime.
• Informed information security decisions will be made based on risk assessment to implement technical, management, administrative and operational controls, which is the most cost effective way of reducing risk.
• Highest priority risks are tackled first to attain best ROI in information security.
• Organization will improve credibility and trust among internal stakeholder and external vendors. The credibility and trust are the key factors to win a business.
• ISMS raises awareness throughout the business for information security risks, involve all employees throughout an organization and therefore lower the overall risk to the organization.
Specifically for compliance with the ISO 27001 standards, additional advantages could be:
• Generates interest on senior management level;
• Based on worldwide experience;
• Certifiable;
• Recognizable for stakeholders (such as policymakers, investors and customers);
• Accepted worldwide.
QGlobal assists organisations to adopt an integrated process approach to effectively deliver managed services to meet the business and customer requirements. For an organization to function effectively it has to identify and manage numerous linked activities. An activity using resources, and managed in order to enable the transformation of inputs into outputs, can be considered as a process. Often the output from one process forms an input to another. Co-ordinated integration and implementation of the service management processes provides the ongoing control, greater efficiency and opportunities for continual improvement. Performing the activities and processes requires people in the service desk, service support, service delivery and operations teams to be well organized and co-ordinated.
Appropriate tools are also required to ensure that the processes are effective and efficient. This program is useful for
1. Service provider to deliver managed by businesses that are going out to tender for their services;
2. Businesses that require a consistent approach by all service providers in a supply chain;
3. Service providers to benchmark their it service management; as the basis for an independent assessment;
4. An organization which needs to demonstrate the ability to provide services that meet customer requirements; and
5. An organization which aims to improve service through the effective application of processes to monitor and improve service quality.
We prepare a detailed service management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1 Demonstrate a commitment to service management.
• Demonstrate your support for service provision and your commitment to the service management system (Service Management System).
• Show that you are committed to planning the development and implementation of your organization's services and its Service Management System.
• Define the scope of your organization's Service Management System.
• Establish a comprehensive service management policy.
• Develop achievable service management objectives.
• Formulate an effective service management plan.
• Show that you are committed to establishing your organization's services and its Service Management System.
• Provide evidence that shows that your organization's top management supports its services and is committed to its Service Management System.
2 Show that you support your service management policy.
• Ensure that your service management policy is suitable.
• Communicate support for your service management policy.
• Review the ongoing suitability of your service management policy.
3 Clarify responsibilities and define communication procedures.
• Define all service management authorities and responsibilities.
• Establish service management communication procedures.
4 Appoint a manager to oversee service management activities.
• Appoint someone to establish your service management system.
• Establish your organization's service management system .
5 Control processes operated by other parties.
• Identify all processes, and parts of processes, which are operated by other internal or external parties.
• Demonstrate that governance structures and methods for directing and controlling processes and parts of processes operated by other parties have been established.
• Manage and monitor other parties whenever they operate parts of your organization’s processes.
6 Establish and maintain service documents.
• Develop documents to make sure that your Service Management System is effective.
• Develop documents to support Service Management System planning activities.
• Develop documents to support Service Management System operating activities.
• Develop documents to support Service Management System control activities.
• Establish documents for your organization’s Service Management System.
• Document your service management policy.
• Document your service management objectives.
• Document your service management plan.
• Document your catalogue of services.
• Document your service level agreements (SLAs).
• Document your service management processes.
• Use documents to support your organization’s Service Management System.
7 Establish a procedure to control service documents.
• Develop a procedure to control your Service Management System documents.
• Define document control authorities and responsibilities.
• Define controls to manage your Service Management System documents.
• Control how Service Management System documents are created.
• Control how Service Management System documents are distributed.
• Control how Service Management System documents are used.
• Control how Service Management System documents are reviewed.
• Control how Service Management System documents are changed.
• Document your document control procedure.
8 Establish a procedure to control service records.
• Develop a procedure to control your Service Management System records.
• Define your Service Management System record keeping controls.
• Control how Service Management System records are identified.
• Control how Service Management System records are stored.
• Control how Service Management System records are protected.
• Control how Service Management System records are retrieved.
• Control how Service Management System records are retained.
• Control how Service Management System records are disposed of.
• Establish records for your organization’s Service Management System.
• Use your procedure to control your Service Management System records.
9 Identify and provide service management resources.
• Identify the resources that your Service Management System and services need.
• Identify resources needed to support your organization's Service Management System.
• Identify resources needed to improve the effectiveness of your Service Management System.
• Identify resources needed to enhance customer satisfaction.
• Provide the resources that your Service Management System and services need.
10 Ensure the competence of your service personnel.
• Ensure the competence of personnel who could affect your organization’s ability to meet service requirements.
• Identify the competence requirements of personnel who could affect your organization’s ability to meet service requirements.
• Provide training or take other suitable steps to ensure that your Service Management System personnel can meet service requirements.
• Maintain appropriate records that can show that your organization’s Service Management System personnel are competent.
11 Define the scope of service management system.
• Define the scope of service management system.
• Identify the name of the service provider.
• Identify the services that are being delivered.
• Include your scope definition in service management plan.
12 Develop a plan to implement service management system.
• Plan how you’re going to implement your organization’s Service Management System.
• Include or refer to your service management policies.
• Include or refer to your service management requirements.
• Include or refer to your service management obligations.
• Include or refer to your service management standards.
• Include or refer to your service management technology.
• Include or refer to your service management objectives.
• Include or refer to your service management approach.
• Include or refer to your service management framework.
• Include or refer to your service management methods.
• Implement your organizations service management plan.
• Review service management plan at planned intervals.
• Update your service management plan when appropriate.
13 Implement and operate your service management system.
• Use your service management plan to implement your Service Management System.
• Operate your organization’s service management system (Service Management System).
• Allocate and manage service oriented funds and budgets.
• Provide service resources (human, technical, and information).
• Assign service roles, responsibilities, and authorities.
• Identify, assess, and manage service management risks.
• Manage service management processes and interfaces.
• Monitor your organization’s service management activities.
• Report on the performance of service management activities.
14 Establish suitable monitoring and measuring methods.
• Formulate Service Management System monitoring and measuring objectives.
• Establish Service Management System monitoring and measuring methods.
• Use internal audits and reviews to identify nonconformities.
• Record the results of internal audits and management reviews.
• Communicate your results and actions to interested parties.
15 Plan and perform internal service management audits.
• Develop an internal service management audit procedure.
• Implement your internal service management audit procedure.
• Use your procedure to plan your service audit program.
• Use your procedure to perform internal service audits.
• Use your procedure to record internal audit activities.
• Use your procedure to report internal audit results.
16 Review your service management system and services.
• Study information (inputs) about your Service Management System.
• Study information about your customers.
• Study information about your services.
• Study information about your processes.
• Study information about your capabilities.
• Study information about your resource levels.
• Study information about your previous audits.
• Study information about your previous reviews.
• Study information about your organization’s risks.
• Study information about corrective and preventive actions.
• Study information about possible changes and trends.
• Perform management reviews at planned intervals
• Assess the suitability and effectiveness of your Service Management System.
• Maintain a record of management review results and activities.
17 Create a policy and a procedure on continual improvement.
• Establish a policy to continually improve Service Management System and services.
• Include criteria for evaluating improvement opportunities.
• Develop a procedure to continually improve Service Management System and services.
• Define all improvement authorities and responsibilities.
• Address the causes of potential and actual nonconformities.
• Take corrective actions to resolve actual nonconformities.
• Take preventive actions to resolve potential nonconformities.
18 Manage your continual improvement decisions and activities.
• Use evaluation criteria to make improvement decisions.
• Develop service management system improvement plans.
• Manage your Service Management System and service improvement activities.
• Establish Service Management System and service management targets.
• Implement approved Service Management System and service improvements.
• Measure Service Management System and service improvements against targets.
• Take necessary actions whenever targets aren’t achieved.
• Report on the improvements that were implemented.
• Revise your approach to service management (if necessary).
19 Control the design and redesign of your services.
• Establish a service change management process.
• Control changes to services and related items.
• Use your change management process to control the development of new services.
• Use your change management process to control the modification of existing services.
20 Plan service additions, changes, and removals.
• Identify the service requirements that services must meet.
• Consider the impact that service transformations could have.
• Consider the impact that new services or changes could have.
• Consider the impact that the removal of services could have.
• Plan your service additions, modifications, and removals.
• Plan new services and changes to existing services.
• Plan for the removal of existing services and components.
21 Design new services and redesign existing services.
• Design and document new services and service modifications.
• Document service delivery authorities and responsibilities.
• Document new or changed service delivery elements.
• Document new or changed service delivery activities.
• Document new or changed service plans and policies.
• Document new or changed service delivery procedures.
• Document new or changed contracts and agreements.
• Document new or changed needs and requirements.
• Verify that your new designs fulfil service requirements.
• Use your documented designs to develop new services.
22 Test new or changed services prior to deployment.
• Test new or changed services before you implement them.
• Verify that they meet design and service requirements.
• Consult your interested parties if services are unacceptable.
• Deploy new or changed services into your live environment.
• Use a formal release and deployment management process.
• Evaluate service deployment once the transition is complete.
• Compare expected outcomes against outcomes achieved.
23 Establish agreements to control service delivery.
• Control the delivery of services to your customers.
• Establish a catalogue of services for your customers.
• Establish agreements to control the delivery of services.
• Monitor the services that are delivered to your customers.
• Review the services that are delivered to your customers.
• Manage changes to all services delivered to your customers.
24 Establish reporting methods and prepare reports.
• Describe the nature and purpose of each service report.
• Discuss service reporting methods with interested parties.
• Develop service reports and take remedial action.
• Compare performance against service targets.
• Present information about significant events.
• Summarize workload characteristics.
• Discuss customer service complaints.
• Describe your service continuity plan.
• Identify nonconformities and causes.
• Analyze information about service trends.
25 Clarify your continuity and availability requirements.
• Assess your service continuity and availability risks.
• Identify service continuity and availability requirements.
• Describe service continuity and availability requirements.
26 Formulate service continuity and availability plans.
• Establish service continuity plans.
• Clarify recovery requirements.
• Define service availability targets.
• Include service continuity contact lists.
• Develop service continuity procedures.
• Explain how normal service will be resumed.
• Establish service availability plans.
• Clarify your availability requirements.
• Define your service availability targets.
27 Monitor and test service continuity and availability.
• Monitor the availability of your services.
• Test service continuity and availability plans.
• Record results of continuity and availability tests.
• Review your service continuity performance.
28 Establish a service budgeting and accounting process.
• Establish a budgeting and accounting process for services.
• Develop budgeting and accounting policies and procedures.
• Manage and monitor your organization’s service costs.
• Control the cost of changes to service management system.
29 Establish capacity plans and provide sufficient capacity.
• Identify service capacity and performance requirements.
• Establish a service capacity plan for your organization.
30 Develop your information security policy.
• Clarify your information security policy requirements.
• Prepare your organization’s information security policy.
• Explain why information security management is important.
• Explain how information security risks should be managed.
• Explain how information security objectives should be set.
• Explain how internal information security audits are done.
• Implement your information security policy.
• Discuss your policy with all appropriate parties.
• Conduct security risk assessments at planned intervals.
• Set information security management objectives.
• Carry out internal information security audits.
31 Implement your information security controls.
• Plan your information security controls.
• Identify your security risks and requirements.
• Discuss plans with recipients of service or information.
• Develop your information security controls.
• Document your information security controls.
• Implement your information security controls.
• Operate your information security controls.
• Monitor your information security controls.
• Review your information security controls.
32 Manage your security changes and incidents.
• Assess information security change requests.
• Identify potential information security risks.
• Identify the potential impact that change could have.
• Manage your information security incidents.
• Develop incident management procedures.
33 Manage your relationship with service customers.
• Establish a customer relationship management process.
• Identify your service recipients and related interested parties.
• Designate a relationship manager for each customer.
• Create a communication mechanism for each customer.
• Develop a service complaint management procedure.
• Measure customer satisfaction at planned intervals.
• Review your service performance at planned intervals.
• Control changes to service requirements and agreements.
• Control changes to your documented service requirements.
• Control changes to your service level agreements (SLAs).
34 Manage your relationship with service suppliers.
• Establish a supplier relationship management process.
• Identify suppliers that you use to help deliver your services.
• Designate a relationship manager for each service supplier.
• Manage the relationships you have with service suppliers.
• Monitor the performance of suppliers at planned intervals.
• Measure supplier performance against service targets.
• Record the results of supplier performance measurements.
• Review performance to identify causes of nonconformities.
• Document the contracts you have with service suppliers.
• Include or refer to the scope of service delivery activities.
• Include or refer to the requirements that should be met.
• Include or refer to the targets that suppliers must achieve.
• Include or refer to workload characteristics and exceptions.
• Include or refer to relevant authorities and responsibilities.
• Include or refer to organizational interdependencies.
• Include or refer to how services will be charged (invoiced).
• Include or refer to the reports that suppliers must provide.
• Include or refer to how services can be terminated.
• Include or refer to service levels suppliers must maintain.
• Include or refer to how service contracts can be changed.
35 Establish procedures to manage incidents and requests.
• Establish an incident and service request management process.
• Establish a procedure for managing service incidents.
• Establish a procedure for managing service requests.
• Apply your incident and service request management process.
• Use your incident management procedure to manage incidents.
• Use your request management procedure to manage requests.
36 Establish a procedure to identify and manage problems.
• Develop a service problem management process.
• Prepare a problem management procedure.
• Document your problem management procedure.
• Implement your service problem management process.
• Apply your problem management procedure.
• Monitor your service problem management process.
• Review the effectiveness of problem resolution process.
• Report on the effectiveness of problem resolution process.
37 Establish an effective configuration management (CM) process.
• Create a definition for each type of configuration item.
• Prepare a procedure to manage configuration items (CIs).
• Develop a configuration management database (CMDB).
• Manage your configuration management database (CMDB).
• Store master copies of CIs in physical or electronic libraries.
• Clarify how your CM process interacts with other processes.
• Monitor others if they provide CM services on your behalf.
38 Establish a comprehensive change management process.
• Develop a change management process.
• Formulate a change management policy.
• Prepare procedures to manage change.
• Implement your change management process.
• Use your process to help manage and control changes.
• Use your process to reverse or remedy unsuccessful changes.
• Use your process to record and track all successful changes.
• Monitor your change management process.
• Monitor other parties if they help manage your changes.
• Review your change management process.
• Study the effectiveness of the changes you have made.
• Analyze your change requests at planned intervals.
39 Establish a release and deployment management process.
• Develop a release and deployment policy.
• Prepare release and deployment plans.
• Build and test releases prior to deployment.
• Deploy approved releases into live environments.
• Manage the unsuccessful deployment of releases.
• Monitor the success or failure of all releases.
• Share information about release deployment.
• Integrated Service Management System (SMS) supporting the vital service management functions.
• Organization focuses on all key processes. Measurements and control of integrated SMS brings new perspectives and ideas about organization’s service management business.
• Combined results from Budgeting and accounting with Capacity management will give you the better idea on which customers are more valuable to you.
• Better alignment of IT services and the business it supports.
• Adopting the common language and the knowledge about processes usually helps in building trust and confidence of customers.
• Better reputation on the market.
• The SMS helps to keep knowledge about service management business within the company, as its intellectual property.
• Roles, responsibilities, and ownership of all processes remove bottlenecks and ambiguities in service management domain.
• By defining key processes and agreeing about them internally, helps to overcome natural barriers between organizational units.
• Vertical communication in the organization is usually greatly enhanced.
• Reduction in incidents and improved incident management
• Reduction in response times and interruptions to IT service
• Improved management of cost leads to financial savings
• A culture of continuous improvement
• Ensuring legislative awareness and compliance
• Protecting the company, assets, shareholders and directors
• Increased customer satisfaction from internal and/or external customers
• Provides you with a competitive advantage
• Enhanced customer satisfaction that improves client retention
• Consistency in the delivery of your service or product
Specifically for compliance with the ISO 31000 standards, additional advantages could be:
• Generates interest on senior management level;
• Based on worldwide experience;
• Certifiable;
• Recognizable for stakeholders (such as policymakers, investors and customers);
• Accepted worldwide.
QGlobal assists organizations to develop a systematic approach to management of OH&S in such a way as to protect their employees and others whose health and safety may be affected by the organizations’ activities. We also help to improve OH&S performance of organizations by providing the requirements and guidance for occupational health and safety. The OH&S management systems may be integrated with the management of other aspects of business performance in order to:
a) Minimize risk to employees and others,
b) Improve business performance, and
c) Assist organizations to establish a responsible image at the marketplace.
Health and safety is one of the most important aspects of an organization’s smooth and effective functioning. Good health and safety performance ensures an accident free industrial environment. With the continuous and untiring effort of various legislative authorities as well as NGOS, the awareness of occupational health and safety (OH&S) has improved considerably today. Organizations have started attaching the same importance to achieve high OH&S performance as they do to other key aspects of their business activities.
We prepare a detailed occupational health and safety management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1 Establish an OHSMS for your Organization
• Develop an occupational health and safety management system.
• Document occupational health and safety management system.
• Implement occupational health and safety management system.
• Maintain occupational health and safety management system.
• Improve occupational health and safety management system.
2 Develop an OH&S Policy for your Organization
• Define your organization’s health and safety policy.
• Document your organization’s health and safety policy.
• Implement your organization’s health and safety policy.
• Maintain your organization’s health and safety policy.
• Communicate your organization’s health and safety policy.
3 Analyze OH&S Hazards and Select Controls
• Identify OH&S hazards and assess your risks.
• Develop a methodology to identify hazards and assess your organization’s risks.
• Establish procedures to identify hazards and assess your organization’s risks.
• Implement your hazard identification and risk assessment methods and procedures.
• Maintain your hazard identification and risk assessment methods and procedures.
• Reduce OH&S risks by selecting your controls.
• Establish procedures to select your controls.
• Implement your control selection procedures.
• Maintain your control selection procedures.
4 Respect Legal and non legal OH&S Requirements
• Establish procedures to identify and access the legal and non legal OH&S requirements that apply to your organization.
• Respect all legal and non legal requirements when you establish your organization’s OHSMS.
• Keep your organization’s legal and non legal OH&S regulatory information up to date.
• Communicate information about your regulatory OH&S information to all interested participants.
5 Establish OH&S Objectives and Programs
• Establish your organization’s OH&S objectives.
• Develop objectives for your organization.
• Implement your organization’s objectives.
• Establish your organization’s OH&S programs.
• Develop programs to achieve your objectives.
• Implement programs to achieve your objectives.
• Maintain programs to achieve your objectives.
6 Establish Responsibility and Accountability
• Ask your top management to accept responsibility for OH&S.
• Make sure management demonstrates a commitment to OH&S.
• Appoint a member of management to manage and control OH&S.
• Make sure that your workers take responsibility for OH&S.
7 Ensure Competence and Provide Training
• Ensure the competence of people who perform tasks that could have an impact on worker health and safety.
• Maintain records which show that people who have an impact on worker health and safety are in fact competent.
• Identify your organization's health and safety training needs.
• Establish health and safety training methods and procedures.
• Provide training to meet your organization's safety training needs.
• Evaluate the overall effectiveness of your safety training activities.
• Maintain a record of your safety training activities and results.
• Establish a procedure to make personnel aware of safety.
• Implement your organization's awareness procedure.
• Maintain your organization's awareness procedure.
8 Establish OH&S Communication Procedures
• Establish an internal communication procedure.
• Develop a procedure to control internal communications.
• Implement your internal communications procedure.
• Maintain your internal communications procedure.
• Establish a contractor and visitor communication procedure.
• Develop a procedure to control how you communicate about worker safety with your contractors and visitors.
• Implement a procedure to control how you communicate about worker safety with your contractors and visitors.
• Maintain a procedure to control how you communicate about worker safety with your contractors and visitors.
• Establish an external communication procedure.
• Develop a procedure to control external communications.
• Implement a procedure to control external communications.
• Maintain a procedure to control external communications.
9 Establish OH&S Participation and Consultation
• Establish a worker participation procedure.
• Develop a procedure to manage worker involvement.
• Implement your worker participation procedure.
• Maintain your worker participation procedure.
• Consult with workers about safety matters.
• Consult with contractors and other parties.
• Develop a procedure to manage contractor involvement.
• Implement your contractor participation procedure.
• Maintain your contractor participation procedure.
• Consult with external parties about safety matters.
10 Document your Organization's OHSMS
• Document your workers' health and safety policy.
• Document your workers' health and safety objectives.
• Document the scope of your health and safety system.
• Document the elements (parts) of your safety system.
• Document how the elements of your system interact.
11 Control your Organization's OH&S Documents
• Establish a procedure to control health and safety documents.
• Implement your health and safety document control procedure.
• Maintain your health and safety document control procedure.
• Control your health and safety management records.
12 Implement Operational OH&S Control Measures
• Identify those operations and activities that should use controls to manage hazards and reduce risks.
• Implement controls to manage hazards and reduce risks.
• Implement documented procedures to reduce your risks.
• Implement operating criteria to reduce your risks.
• Maintain your health and safety procedures and controls.
• Maintain the operating criteria needed to control your risks.
13 Establish an OH&S Emergency Management Process
• Establish emergency management procedures.
• Test your emergency management procedures.
• Implement your emergency management procedures.
• Review your emergency management procedures.
• Revise your emergency management procedures.
14 Monitor and Measure your OH&S Performance
• Establish procedures to monitor & measure OH&S performance.
• Implement your OH&S monitoring & measurement procedures.
• Maintain your OH&S monitoring & measurement procedures.
• Record the results of your monitoring & measurement activities.
• Establish procedures for monitoring & measurement equipment.
• Implement procedures for monitoring & measurement equipment.
• Maintain procedures for monitoring & measurement equipment.
15 Evaluate Compliance with Legal Requirements
• Establish a procedure to periodically evaluate how well your organization complies with legal OH&S requirements.
• Record the results of your legal OH&S compliance evaluations.
16 Evaluate Compliance with Non legal Requirements
• Establish a procedure to periodically evaluate how well your organization complies with non legal (other) OH&S requirements.
• Record the results of your non legal OH&S compliance evaluations.
17 Investigate your OH&S Incidents
• Establish procedures to investigate incidents.
• Implement your incident investigation procedures.
• Maintain your incident investigation procedures.
18 Take Corrective and Preventive Action
• Establish nonconformity management procedures.
• Implement your nonconformity management procedures.
• Maintain your nonconformity management procedures.
19 Establish and Control OH&S Records
• Establish OH&S records for your organization.
• Maintain your organization’s OH&S records.
• Develop procedures to control your OH&S records.
• Implement your OH&S record keeping procedures.
20 Conduct Internal Audits of your OHSMS
• Establish an internal OHSMS audit program.
• Implement your internal OHSMS audit program.
• Maintain your internal OHSMS audit program.
21 Review the Performance of your OHSMS
• Review your OHSMS by examining inputs.
• Assess the results of your management reviews.
• Generate OHSMS management review outputs.
• Communicate management review outputs.
• Improved corporate image and credibility among stake holders, regulators, customers, prospective clients and the public
• Adoption of international best practice in relation to risk management
• Ensures health and well-being of employees, sub-contractors and the public
• Minimisation of liability of employers through adoption of proactive rather than reactive controls
• Ensures legislative awareness and compliance
• Reduces accident and incident rates by reducing and elimination workplace hazards
• Improves the incident investigation process
• Increases employee motivation through the provision of a safer workplace and participation process
• Improving your reputation and increasing your opportunities to gain new business
• Minimising risks of downtime through accidents
• Demonstrating your commitment to meet legal obligations
• Possible cost savings from public liability insurance premiums
• Maintaining compliance to legal requirements
• Providing a robust system to maintain and continually improve health and safety
• Minimising the risks of production delays
• Providing a safe environment to do business
• Demonstrating your commitment to maintain an effective health and safety policy
Specifically for compliance with the ISO 45001 standards, additional advantages could be:
• Generates interest on senior management level;
• Based on worldwide experience;
• Certifiable;
• Recognizable for stakeholders (such as policymakers, investors and customers);
• Accepted worldwide.
QGlobal helps organizations tol establish, document, implement and maintain a quality management system and continually improve its effectiveness.
The adoption of a quality management system could be a strategic decision of an organization. The design and implementation of our quality management system in an organisation will be influenced by
a) Organizational environment, changes in that environment, and the risks associated with that environment,
b) Its varying needs,
c) Its particular objectives,
d) The products it provides,
e) The processes it employs,
f) Its size and organizational structure.
The quality management system requirements are complementary to requirements for products.
QGlobal promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. For an organization to function effectively, it has to determine and manage numerous linked activities. An activity or set of activities using resources, and managed in order to enable the transformation of inputs into outputs, can be considered as a process. Often the output from one process directly forms the input to the next.
The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management to produce the desired outcome, can be referred to as the "process approach". An advantage of the process approach is the ongoing control that it provides over the linkage between the individual processes within the system of processes, as well as over their combination and interaction.
When used within a quality management system, such an approach emphasizes the importance of
a) Understanding and meeting requirements,
b) The need to consider processes in terms of added value,
c) Obtaining results of process performance and effectiveness, and
d) Continual improvement of processes based on objective measurement.
The "Plan-Do-Check-Act" (PDCA) model of a process-based quality management system shows that customers play a significant role in defining requirements as inputs. Monitoring of customer satisfaction requires the evaluation of information relating to customer perception as to whether the organization has met the customer requirements.
In addition, the methodology known as "Plan-Do-Check-Act" (PDCA) can be applied to all processes. PDCA can be briefly described as follows.
Plan: establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization's policies.
Do: implement the processes.
Check: monitor and measure processes and product against policies, objectives and requirements for the product and report the results.
Act: take actions to continually improve process performance.
We prepare a detailed Quality management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1. Understand your organization and its unique context
• Identify and understand your organization's context.
• Identify and understand your organization's context before you establish its quality management system (QMS).
• Consider the external issues that are relevant to your organization's purpose and strategic direction and think about the influence these issues could have on its QMS and the results it intends to achieve.
• Consider the internal issues that are relevant to your organization's purpose and strategic direction and think about the influence these issues could have on its QMS and the results it intends to achieve.
• Monitor information about your organization's context.
• Consider the impact changes in context could have on your organization's quality management system (QMS).
2. Clarify the needs and expectations of interested parties
• Identify the parties who affect or could affect your QMS.
• Consider how interested parties affect or could affect your ability to provide products and services that meet customer requirements.
• Consider how interested parties affect or could affect your ability to provide products and services that meet statutory and regulatory requirements.
• Clarify and understand their unique needs and expectations.
• Monitor and review information about your interested parties.
3. Define the scope of your quality management system
• Clarify boundaries and think about what your QMS should apply to.
• Use boundary and applicability information to define your scope.
• Consider your organization's context when you define your scope.
• Document the scope of your quality management system (QMS).
• Use your scope document to describe the boundaries of your organization's QMS and to explain what it applies to.
• Use your scope document to identify the types of products and services that will be included in your organization's QMS.
• Use your scope document to explain that every ISO 9001 requirement must be applied unless you can explain why it doesn't apply in your case.
• Maintain the document that defines the scope of your QMS.
• Control your organization's QMS scope document.
4. Develop a QMS and establish documented information
• Establish a QMS that complies with this standard
• Develop a process-based quality management system (QMS).
• Determine the processes that your QMS needs.
• Determine methods needed to manage processes.
• Determine resources needed to support processes.
• Determine process responsibilities and authorities.
• Determine risks and opportunities for each process.
• Determine methods needed to evaluate processes.
• Implement your process-based quality management system.
• Apply criteria needed to operate and control your processes.
• Apply methods needed to operate and control your processes.
5. Maintain your process-based quality management system.
• Improve your process-based quality management system.
• Maintain QMS documents and retain QMS records
• Maintain documents needed to support process operations.
• Control documents which support process operations.
• Retain records which show that plans are being followed.
• Control records which show that plans are being followed.
6. Leadership
• Provide leadership by focusing on quality and customers
• Provide leadership by encouraging a focus on quality
• Accept responsibility for your QMS.
• Demonstrate a commitment to your QMS.
• Ensure that a quality policy is developed.
• Ensure that quality objectives are established.
• Ensure that requirements are built into processes.
• Ensure that your QMS achieves all intended results.
• Communicate your commitment to the QMS.
• Explain why quality management is important.
• Expect managers to be accountable for their QMS.
• Encourage your personnel to support their QMS.
• Promote the use of risk-based thinking.
7. Provide leadership by encouraging a focus on customers
• Expect personnel to focus on customers.
• Expect personnel to manage all relevant requirements.
• Expect personnel to manage relevant risks and opportunities.
• Expect personnel to focus on enhancing customer satisfaction.
8. Provide leadership by establishing a suitable quality policy
• Provide leadership by formulating your quality policy
• Develop an appropriate quality policy.
• Make sure that it supports your organization's purpose.
• Make sure that it deals with your organization's context.
• Formulate your organization's quality policy.
• Make a commitment to satisfy applicable requirements.
• Make a commitment to continual QMS improvement.
• Implement your organization's quality policy.
• Maintain your organization's quality policy.
9. Provide leadership by implementing your quality policy
• Document your organization's quality policy.
• Communicate your organization's quality policy.
• Apply your organization's quality policy.
• Provide leadership by defining roles and responsibilities
• Assign QMS roles, responsibilities, and authorities.
• Communicate QMS roles, responsibilities, and authorities.
10. Planning
• Define actions to manage risks and address opportunities
• Consider risks and opportunities when you plan your QMS
• Plan the development of your organization's QMS.
11. Identify the risks and opportunities that could influence the performance of your organization's QMS or disrupt its operation.
• Consider how your organization's context could affect how well its QMS is able to achieve intended results.
• Consider how your organization's interested parties could affect how well its QMS is able to achieve intended results.
• Figure out what you need to do to address the risks and opportunities that could influence the performance of your organization’s QMS or disrupt its operation.
12. Plan how you’re going to manage risks and opportunities
• Consider your organization's risk treatment options.
• Define actions to address risks and opportunities.
• Define actions that you can take to address the risks and opportunities that could influence the performance of your QMS or disrupt or damage its operation.
• Set quality objectives and develop plans to achieve them
13. Establish quality objectives for all relevant areas
• Clarify criteria for setting quality objectives.
• Set quality objectives in all relevant areas.
• Communicate your quality objectives.
• Document your quality objectives.
• Monitor your quality objectives.
• Update your quality objectives.
• Develop plans to achieve objectives and evaluate results
• Establish plans to achieve quality objectives.
• Plan how you're going to evaluate your results.
• Plan changes to your quality management system
14. Plan changes to your quality management system.
• Consider the purpose of the changes you intend to make.
• Consider responsibilities and authorities whenever you make changes.
• Consider the consequences that changes could potentially produce.
• Consider the availability of resources whenever you make changes.
• Consider the integrity of your QMS whenever you make changes.
15. Support
• Support your QMS by providing the necessary resources
• Provide internal and external resources for your QMS
• Determine the resources that your QMS needs.
• Provide the resources that your QMS needs.
• Provide suitable people for your QMS and your processes
• Provide the people that your QMS needs to be effective.
• Provide the people that you need in order to operate processes.
• Provide the people that you need in order to control your processes.
• Provide the infrastructure that your processes must have
• Determine the infrastructure that your processes need.
• Identify the infrastructure that your organization needs in order to support process operations and achieve conformity of products and services.
• Provide the infrastructure that your processes need.
16. Provide the appropriate environment for your processes
• Determine the environment that your processes need.
• Identify the environment that your organization needs in order to support process operations and achieve conformity of products and services.
• Provide the environment that your processes need.
• Provide monitoring, measuring, and traceability resources
17. Provide suitable monitoring and measuring resources
• Determine monitoring and measuring resource requirements.
• Identify the monitoring and measuring resources that you need in order to be sure that you can provide products and services that meet all relevant requirements.
• Provide suitable monitoring and measuring resources.
• Provide suitable measurement traceability resources
• Determine your measurement traceability requirements.
• Provide suitable measurement traceability resources.
18. Provide knowledge to facilitate process operations
• Determine the knowledge that your organization needs to have.
• Acquire the knowledge that your organization needs to have.
• Make organizational knowledge available to the extent necessary.
• Monitor relevant trends and changes in knowledge and information.
• Maintain the organizational knowledge that has been acquired.
19. Support your QMS by ensuring that people are competent
• Identify those under your control who do work that affects quality.
• Clarify your organization's quality competence requirements.
• Acquire competence whenever shortcomings are discovered.
• Document the competence of those whose work affects quality.
• Evaluate the effectiveness of actions taken to acquire competence.
20. Support your QMS by explaining how people can help
• Make personnel aware of your organization's QMS.
• Share information about your QMS with the people who carry out work that is under your organization's control.
• Support your QMS by managing your communications
• Support your QMS by managing QMS communications.
• Figure out how internal communications will be handled.
• Figure out how external communications will be handled.
• Support your QMS by controlling documented information
• Include the documented information that your QMS needs
• Figure out how extensive documented QMS information should be.
• Consider your activities when you establish documents and records.
• Consider your personnel when you establish documents and records.
• Consider your processes when you establish documents and records.
• Consider your products when you establish documents and records.
• Consider your services when you establish documents and records.
• Consider your size when you establish documents and records.
• Select all the documents and records that your QMS needs.
• Select all the internal documents and records that your QMS needs.
• Select all the external documents and records that your QMS needs.
21. Manage the creation and revision of documented information
• Manage the creation and updating of documented information.
• Make sure that your organization’s QMS documents and records are properly identified and described.
• Make sure that your organization’s QMS documents and records are properly formatted and presented.
• Make sure that your organization’s QMS documents and records are properly reviewed and approved.
• Control the management and use of documented information
• Control your organization's QMS documents and records
• Select the QMS documents and records that you need.
• Select all the documentation that you need in order to protect the confidentiality, integrity, and use of information.
• Select all of the documentation that is required by QMS.
• Control the QMS documents and records that you need.
• Control all the internal documentation that your QMS needs.
• Control all the external documentation that your QMS needs.
• Control how QMS documents and records are controlled
• Control how QMS documents and records are controlled.
• Control how QMS documents and records are created.
• Control how QMS documents and records are identified.
• Control how QMS documents and records are distributed.
• Control how QMS documents and records are accessed.
• Control how QMS documents and records are retrieved.
• Control how QMS documents and records are stored.
• Control how QMS documents and records are used.
• Control how QMS documents and records are changed.
• Control how QMS documents and records are protected.
• Control how QMS documents and records are preserved.
22. Operations
• Develop, implement, and control your operational processes
• Plan the implementation and control of operational processes.
• Prepare operational process implementation and control plans.
• Use your plans to implement and control operational processes.
• Control planned operational process changes and modifications.
• Retain suitable operational process documents and records.
23. Determine and document product and service requirements
• Communicate with customers and manage customer property
• Communicate with customers.
• Provide information to customers.
• Obtain information from customers.
• Manage customer property.
• Control property supplied by customers.
24. Clarify all product and service requirements and capabilities
• Determine requirements for products and services offered to customers.
• Verify that you are capable of meeting product and service requirements.
• Review product and service requirements and record results
• Verify requirements before you accept orders from customers
• Review product and service requirements before you accept orders.
25. Clarify differences between original proposals and the final orders.
• Confirm that you can meet product and service requirements.
• Document your review of product and service requirements
• Document the results of product and service requirement reviews.
• Document any new or changed product and service requirements.
• Amend documents when product and service requirements change
• Amend all relevant documented information to reflect changes in customers' product and service requirements.
• Retain and control documents and records that describe new or modified product and service requirements.
26. Establish a process to design and develop products and services
• Create an appropriate design and development process
• Establish an appropriate design and development process.
• Implement an appropriate design and development process.
• Plan product and service design and development activities
• Plan your design and development stages and controls.
• Consider design and development process complexities.
• Consider design and development process requirements.
• Consider design and development process expectations.
• Consider design and development process participation.
• Consider design and development process interfaces.
• Consider design and development process responsibilities.
• Consider design and development process documentation.
• Consider design and development process resources.
• Determine product and service design and development inputs
• Clarify your product and service design and development inputs.
• Define product and service design and development resource needs.
• Control your design and development input documents and records.
• Specify how design and development process will be controlled
• Control product and service design and development activities.
• Control how design and development results are defined.
• Control how design and development reviews are carried out.
• Control how design and development validations are performed.
• Control how design and development verifications are done.
• Document product and service design and development activities.
• Clarify how design and development outputs will be produced
• Control product and service design and development outputs.
• Ensure that outputs can be compared against input requirements.
• Ensure that outputs are capable of supporting product provision.
• Ensure that outputs include or refer to acceptance criteria.
• Ensure that outputs can be used to validate proposals.
• Control design and development output documents and records.
• Review and control all design and development changes
• Identify changes made during or subsequent to design and development.
• Review changes made during or subsequent to design and development.
• Control changes made during or subsequent to design and development.
27. Monitor and control external processes, products, and services
• Confirm that external products and services meet requirements
• Establish controls for external processes, products, and services.
• Control your externally provided processes, products, and services.
• Determine criteria to select, evaluate, and monitor external providers.
• Use criteria to select external process, product, and service providers.
• Use criteria to monitor the performance of your external providers.
• Use criteria to evaluate your organization's external providers.
• Develop controls for externally provided products and services
• Consider controls for external providers, processes, products, and services.
• Consider the potential impact that externally provided processes, products, and services could have on your organization's ability to consistently meet external requirements.
• Consider the controls that external process, product, and service providers have implemented and think about how effective their controls actually are.
• Develop controls for external providers, processes, products, and services.
28. Implement controls for external providers, processes, products, and services.
• Discuss your organization’s requirements with external providers
• Clarify what you expect from external providers.
• Clarify your organization's process requirements.
• Clarify your organization's product requirements.
• Clarify your organization's service requirements.
• Clarify your organization's equipment requirements.
• Clarify your organization's interaction requirements.
• Clarify your organization's competence requirements.
• Clarify your organization's methodological requirements.
• Clarify your organization's monitoring and control requirements.
• Clarify your organization's verification or validation requirements.
• Discuss your organization's requirements with external providers.
29. Manage and control production and service provision activities
• Establish controls for production and service provision
• Implement controlled conditions.
• Implement controlled conditions for production.
• Implement controlled conditions for service provision.
• Implement controlled conditions for delivery process.
• Implement controlled conditions for post-delivery process.
• Identify your outputs and control their unique identity
30. Use suitable means to identify outputs.
• Identify outputs throughout production.
• Identify outputs throughout service provision.
• Control the unique identify of your outputs.
• Control output identity if traceability is required.
31. Protect property owned by customers and external providers
• Identify property belonging to customers and external providers.
• Verify property belonging to customers and external providers.
• Protect property belonging to customers and external providers.
• Monitor property belonging to customers and external providers.
• Document property belonging to customers and external providers.
32. Preserve outputs during production and service provision
• Preserve outputs during production and service provision.
• Consider using suitable identification methods to preserve outputs.
• Consider using suitable packaging methods to preserve outputs.
• Consider using suitable handling methods to preserve outputs.
• Consider using suitable storage methods to preserve outputs.
• Consider using suitable transmission methods to preserve outputs.
• Consider using suitable transportation methods to preserve outputs.
33. Clarify and comply with all post-delivery requirements
• Clarify your organization's post-delivery requirements.
• Identify the activities that must be carried out after product delivery.
• Identify the activities that must be carried out after service delivery.
• Comply with your organization's post-delivery requirements.
• Control changes for production and service provision
• Review changes in production and service provision.
• Document review results, actions taken, and authorizations.
34. Control changes in production and service provision.
• Implement arrangements to control product and service release
• Establish planned arrangements to verify products at each stage.
• Verify that product requirements were met at appropriate stages.
• Establish planned arrangements to verify services at each stage.
• Verify that service requirements were met at appropriate stages.
35. Control nonconforming outputs and document actions taken
• Identify and control nonconforming output to prevent unintended use
• Identify outputs that do not conform to their requirements.
• Evaluate nonconforming outputs and examine their impact.
• Take appropriate action to control nonconforming outputs.
• Verify conformity when nonconforming outputs are corrected.
• Document nonconforming outputs and the actions that are taken
• Document your organization's nonconforming outputs.
• Document the actions and decisions taken to prevent the unintended use or delivery of nonconforming outputs.
36. Evaluation
• Monitor, measure, analyze, and evaluate QMS performance
• Plan how to monitor, measure, analyze, and evaluate
• Plan how you're going to monitor, measure, analyze, and evaluate your organization's QMS.
• Monitor, measure, analyze, and evaluate
• QMS performance and effectiveness.
• Find out how well customer needs and expectations are being met
• Establish methods that you can use to monitor customer perceptions.
• Monitor how well customer needs and expectations are being fulfilled.
• Evaluate performance, effectiveness, conformity, and satisfaction
37. Analyze your monitoring and measurement results.
• Analyze and evaluate appropriate data and information.
• Use your analytical results to evaluate performance.
• Use your analytical results to evaluate effectiveness.
• Use your analytical results to evaluate conformity.
• Use your analytical results to evaluate satisfaction.
• Use internal audits to examine conformance and performance
38. Audit your quality management system at planned intervals
• Conduct internal conformance audits at planned intervals.
• Determine if your organization's QMS meets requirements.
• Examine the effectiveness of your organization's QMS.
• Develop an internal audit program for your organization
• Plan the development of your internal audit program (or programme).
• Develop a program that can find out if your QMS meets requirements.
• Develop a program that can determine if your QMS is effective.
• Establish your organization's internal audit program.
• Establish internal audit planning requirements.
• Establish internal audit reporting requirements.
• Establish internal audit responsibilities.
• Establish internal audit schedules.
• Establish internal audit methods.
39. Carry out management reviews and document your results
• Review suitability, adequacy, effectiveness, and direction
• Review your organization's QMS at regular intervals.
• Review the suitability of your organization's QMS.
• Review the adequacy of your organization's QMS.
• Review the effectiveness of your organization's QMS.
• Review the direction of your organization's QMS.
• Plan and perform management reviews at planned intervals
• Plan your organization's management review activities.
• Schedule your organization's reviews at planned intervals.
• Review your organization's quality management system.
• Generate management review outputs and document results
• Generate suitable management review outputs.
• Document the results of your management reviews.
40. Improvement
• Determine improvement opportunities and make improvements
• Consider ways of enhancing customer satisfaction.
• Consider opportunities to support innovation.
• Consider opportunities to take corrective action.
• Consider opportunities to transform your operations.
• Consider opportunities to make incremental changes.
• Determine and select opportunities for improvement.
• Identify opportunities to meet customer requirements.
• Consider opportunities to enhance customer satisfaction.
• Meet customer requirements and enhance satisfaction.
41. Control nonconformities and take appropriate corrective action
• Correct nonconformities and address causes and consequences
• React to your organization's nonconformities.
• Control and correct your nonconformities.
• Evaluate the need to eliminate causes.
• Develop corrective actions to address causes.
• Implement corrective actions to address causes.
• Review the effectiveness of your corrective actions.
• Document your nonconformities and the actions that are taken
• Document your organization's nonconformities.
• Document the actions taken to address nonconformities.
• Document your organization's corrective action results.
42. Enhance the suitability, adequacy, and effectiveness of your QMS
• Consider evaluation, analytical, and management review outputs.
• Use results to confirm that unmet QMS needs must be addressed.
• Improve the suitability, adequacy, and effectiveness of your QMS.
Some of the benefits to your organisation in implementing a quality management system are,
• Provides senior management with an efficient management process
• Sets out areas of responsibility across the organisation
• Mandatory if you want to tender for some public sector work
• Communicates a positive message to staff and customers
• Identifies and encourages more efficient and time saving processes
• Highlights deficiencies
• Reduces your costs
• Provides continuous assessment and improvement
• Marketing opportunities
• Improved quality and service
• Delivery on time
• Right first time attitude
• Fewer returned products and complaints
• Independent audit demonstrates commitment to quality
Specifically for compliance with the ISO 9001 standards, additional advantages could be:
1. Generates interest on senior management level;
2. Based on worldwide experience;
3. Certifiable;
4. Recognizable for stakeholders (such as policymakers, investors and customers);
5. Accepted worldwide.
Our specialists analyze risk from an integrated perspective, exploring risk relationships within your organization to create a more sophisticated understanding of your company’s material risks. Whether your company is just beginning the enterprise risk management journey or has an established framework in place, QGlobal can assist you in your ERM efforts.
Organizations of all types and sizes face internal and external factors and influences that make it uncertain whether and when they will achieve their objectives. The effect this uncertainty has on an organization's objectives is “risk”. All activities of an organization involve risk. Organizations manage risk by identifying it, analysing it and then evaluating whether the risk should be modified by risk treatment in order to satisfy their risk criteria. Throughout this process, they communicate and consult with stakeholders and monitor and review the risk and the controls that are modifying the risk in order to ensure that no further risk treatment is required. QGlobal will help you implement systematic and logical process for enterprise risk management.
While all organizations manage risk to some degree, we will establish a number of principles that need to be satisfied to make risk management effective. We help organizations develop, implement and continuously improve a framework to integrate the process for managing risk into the organization's overall governance, strategy and planning, management, reporting processes, policies, values and culture. Risk management can be applied to an entire organization, at its many areas and levels, at any time, as well as to specific functions, projects and activities.
Although the practice of risk management has been developed over time and within many sectors in order to meet diverse needs, the adoption of consistent processes within a comprehensive framework can help to ensure that risk is managed effectively, efficiently and coherently across an organization. We use custom techniques to provide the principles and guidelines for managing any form of risk in a systematic, transparent and credible manner and within any scope and context.
Each specific sector or application of risk management brings with it individual needs, audiences, perceptions and criteria. Establishing the context will capture the objectives of the organization, the environment in which it pursues those objectives, its stakeholders and the diversity of risk criteria – all of which will help reveal and assess the nature and complexity of its risks. The current management practices and processes of many organizations include components of risk management, and many organizations have already adopted a formal risk management process for particular types of risk or circumstances. In such cases, an organization can decide to carry out a critical review of its existing practices and processes.
We prepare a detailed enterprise risk management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1. Use risk management to create and protect value.
• Create and protect value by using risk management to help achieve your organization’s objectives and improve its performance.
• Make risk management part of every process at every level.
• Make risk management a responsibility of every manager.
• Make risk management part of decision making at all levels.
• Use risk management to make informed choices.
• Use risk management to prioritize actions.
• Use risk management to address the uncertainty that you face.
• Use risk management to identify and define the nature and type of uncertainties that your organization must deal with.
• Use risk management to figure out what you can do to address your organization’s uncertainties.
• Make sure that your organization’s approach to risk management is systematic, structured, and timely.
• Make sure that your approach contributes to efficiency.
• Make sure that your approach generates reliable results.
• Make sure that the inputs you use to manage risk are based on the best available information sources.
• Make sure that decision makers understand and consider the limitations and shortcomings of the data they use to manage risk.
• Make sure that your organization’s approach to risk management is aligned with its unique internal and external context.
• Make sure that your organization’s approach to risk management is aligned with its risk profile.
• Make sure that your approach to risk management recognizes and considers the human and cultural factors that can influence the achievement of your organization’s objectives.
• Consider how human capabilities can facilitate or hinder the achievement of your objectives.
• Consider how human perceptions can facilitate or hinder the achievement of your objectives.
• Consider how human intentions can facilitate or hinder the achievement of your objectives.
• Make sure that your approach to risk management is transparent.
• Make sure that your organization’s approach to risk management is open, visible, and accessible.
• Make sure that your approach to risk management is inclusive.
• Involve your organization’s stakeholders.
• Involve decision makers from all parts of your organization.
• Make sure that your organization’s approach to risk management is dynamic and responsive.
• Make sure that your approach to risk management continually senses change and responds to it.
• Make sure that your approach to risk management is ongoing.
• Repeat your risk management process whenever and wherever objectives need to be achieved.
• Use risk management to improve all aspects of your organization.
• Develop strategies to improve your approach to risk management.
2. Make a commitment to risk management
• Define your organization’s risk management policy.
• Establish risk management performance indicators.
• Formulate risk management objectives.
• Assign risk management responsibilities.
• Allocate risk management resources.
• Communicate risk management benefits.
• Support your risk management framework.
3. Design your risk management framework
• Understand your organization's context
• Evaluate and understand your organization’s external context and then use this knowledge to design your risk management framework.
• Evaluate and understand your external environment.
• Evaluate and understand your external stakeholders.
• Evaluate and understand your external influences.
• Evaluate and understand your organization’s internal context and then use this knowledge to design your risk management framework.
• Understand your organization’s internal stakeholders.
• Understand your organization’s governance.
• Understand your organization’s capabilities.
• Understand your organization’s culture.
• Understand your organization’s standards.
• Understand your organization’s contracts.
• Formulate your risk management policy
• Establish a risk management policy for your organization.
• Make a clear commitment to risk management.
• Define your risk management objectives.
• Explain how your policy will be implemented.
• Communicate your risk management policy.
• Make people accountable for managing risk
• Identify your organization’s risk owners.
• Give risk owners the authority to manage risk.
• Make risk owners accountable for managing risk.
• Establish risk management performance measurement methods.
• Develop risk management reporting and escalation processes.
4. Build risk management into your organization
• Make risk management a part of all processes and practices.
• Develop an organization-wide risk management plan.
• Allocate resources for risk management
• Allocate appropriate resources to support your organization’s risk management activities.
• Consider providing people who can support your organization’s risk management activities.
• Consider providing resources needed to support each step of the risk management process.
• Consider providing information and knowledge management systems to support risk management.
• Consider providing risk management procedures and processes.
• Consider providing appropriate risk management methods and tools.
• Establish internal communication mechanisms
• Establish internal risk management communication and reporting processes and mechanisms.
• Develop an external communication plan
• Develop a plan that describes how you intend to communicate with your external stakeholders.
• Implement your risk management communication plan.
5. Implement your approach to risk management
• Implement your risk management framework
• Develop a strategy to implement your organization’s framework.
• Implement your organization’s risk management framework.
• Implement your risk management process
• Develop a plan that explains how you intend to apply your organization’s risk management process
• Use your risk management plan to implement your organization’s risk management process
6. Monitor your risk management framework
• Evaluate the ongoing effectiveness of your organization’s risk management framework.
• Prepare reports on the effectiveness of your organization’s risk management framework.
• Improve your risk management framework
• Study the results of your organization’s risk management monitoring and review activities
• Figure out how you’re going to improve your organization’s risk management framework.
7. Risk management process
• Apply your risk management process
• Apply your risk management process
• Make your risk management process part of your organization’s management approach.
• Make your risk management process part of your organization’s unique culture.
8. Communicate and consult with your stakeholders
• Communicate and consult with stakeholders during all stages of the risk management process.
• Use a consultative team approach to communicate and consult with your organization’s stakeholders.
9. Establish your unique risk management context
• Establish your risk management parameters
• Identify and understand the parameters and variables that influence and control how your organization manages risk.
• Define your organization’s external context
• Define your organization’s internal context
10. Establish your organization's external context
• Identify and understand your organization’s external context and consider the influence it could have on its ability to manage risk and achieve its objectives.
• Identify and understand environmental conditions and consider the influence they could have on your organization’s ability to achieve its objectives.
• Identify and understand key external factors and consider the influence they could have on your organization’s ability to achieve its objectives.
• Identify and understand the relationships you have with external stakeholders and consider the influence they could have on your organization’s ability to achieve its objectives.
• Consider your organization external context when you develop your organization’s risk criteria
• Consider the concerns, objectives, and perceptions of external stakeholders when you formulate your risk criteria.
11. Establish your organization's internal context
• Identify and understand your organization’s internal context and consider the influence it could have on its ability to manage risk and achieve objectives.
• Understand your organization’s internal stakeholders.
• Understand your organization’s governance structure.
• Understand your organization’s capabilities.
• Understand your organization’s culture.
• Understand your organization’s standards.
• Understand your organization’s contracts.
12. Establish the context of your risk management process
• Establish the unique context of your risk management process.
• Adopt a risk management approach that is appropriate to your circumstances and consistent with your context.
• Identify the organizational areas or parts that will participate in your risk management process and make sure you understand what they do and how they do it.
• Clarify how each specific risk management process or activity should be organized and managed.
• Define the goals and objectives of the risk management activities and projects you intend to carry out.
• Define the resources that your risk management activities and projects will need.
• Define the risk management responsibilities and authorities of all process participants.
• Define the focus of each risk management project including where and when it will be carried out.
• Define the decisions that will need to be made as you carry out each risk management process.
• Define the risk assessment methodologies that you intend to use for each risk management process or project.
• Define how your risk management process is related to your organization’s other processes.
• Define the studies that you intend to carry out to support each risk management process.
• Define how risk management process performance and effectiveness will be evaluated.
• Define the records that each risk management process or activity should maintain.
13. Establish your organization's risk criteria
• Define your organization’s risk criteria.
• Consider your organization and how it functions when you define your risk criteria.
• Consider the views of your organization’s stakeholders when you define your risk criteria.
• Consider the nature and type of causes when you define your organization’s risk criteria.
• Consider the consequences and impacts that could occur when you define your risk criteria.
• Consider how likelihood or probability will be determined when you define your risk criteria.
• Consider how the level of risk will be determined when you define your organization’s risk criteria.
• Consider whether combinations of multiple risks should be taken into account when you define your risk criteria.
• Review and periodically update your risk criteria.
14. Carry out your organization’s risk assessment process
• Identify, analyze, and evaluate risks
• Carry out your risk assessment process.
• Identify your organization’s risks
• Analyze your organization’s risks
• Evaluate your organization’s risks
• Identify your organization's risks
• Choose suitable risk identification tools and techniques.
• Select suitable people to identify your organization’s risks.
• Use your tools and techniques to identify the risks that could affect the achievement of your organization’s objectives.
• Generate a comprehensive list of risks that could affect the achievement of your organization’s objectives.
• Analyze your organization's risks
• Analyze the risks that your organization faces.
• Estimate your organization’s level of risk.
• Specify how much confidence you have in your analysis.
• Use your risk analysis to understand your organization’s risks.
• Communicate the results of your risk analysis.
• Evaluate your organization's risks
• Use your risk analysis results to evaluate your organization’s risks.
• Use your risk analysis results to consider your risk treatment options.
15. Formulate and implement your risk treatment plans
• Explore your organization's risk treatment options
• Establish a cyclical risk treatment process.
• Consider your organization’s risk treatment options.
• Select your organization's risk treatment options
• Select the most appropriate risk treatment options.
• Plan the implementation of your risk treatments.
• Prepare risk treatment implementation plans
• Document your organization’s risk treatment plans.
• Discuss risk treatment plans with all participants.
• Carry out your risk treatment implementation plans.
16. Monitor and review your risk management process
• Plan your risk management monitoring and review processes.
• Monitor and review all aspects of your risk management process.
• Record your organization’s monitoring and review results.
• Report your risk management monitoring and review results.
17. Maintain a record of risk management activities
• Create and maintain records to support risk management process.
• Use your records to support your risk management process.
• The management of risk enables an organization to:
1. Increase the likelihood of achieving objectives;
2. Encourage proactive management;
3. Be aware of the need to identify and treat risk throughout the organization;
4. Improve the identification of opportunities and threats;
5. Comply with relevant legal and regulatory requirements and international norms;
6. Improve mandatory and voluntary reporting;
7. Improve governance;
8. Improve stakeholder confidence and trust;
9. Establish a reliable basis for decision making and planning;
10. Improve controls;
11. Effectively allocate and use resources for risk treatment;
12. Improve operational effectiveness and efficiency;
13. Enhance health and safety performance, as well as environmental protection;
14. Improve loss prevention and incident management;
15. Minimize losses;
16. Improve organizational learning; and
17. Improve organizational resilience.
Specifically for compliance with the ISO 31000 standards, additional advantages could be:
1. Generates interest on senior management level;
2. Based on worldwide experience;
3. Certifiable;
4. Recognizable for stakeholders (such as policymakers, investors and customers);
5. Accepted worldwide.
QGlobal helps organisations to implement security management systems for the supply chain, offers a framework for providing effective physical security management through a system that identifies security threats, assesses risk, establishes objectives for implementing controls and continuously improves the physical security of the organization.
Implementing a supply chain management system help organizations protect people, products, and property. It can help both small organizations and multinational corporations to improve their security. It is applicable to any organization that is part of a local, national, or international supply chain. And since almost all organizations belong to a supply chain, it applies to virtually all organizations. It doesn’t matter what size they are or what they do. It applies to both exporters and importers. It applies to airports, seaports, and terminals as well as to organizations that move products by air, sea, rail, or road. It applies to logistics, storage, transportation, and service companies as well as to manufacturers, shippers, wholesalers, and distributors.
Security of the supply chain has always been a concern of transport, logistics and manufacturing companies. Concerns about theft, damage and shipment integrity intensify as the value per pound of cargo increases. Add the threat of organized crime, piracy and terrorism, and security of the supply chain becomes critical to business survival. The transportation of goods in the global economy, driven largely by outsourcing of services, has never been more complex. Sources of raw materials, components, component assembly, and finished products are global in nature and therefore require a global supply chain. As this global dependence has intensified, the value of goods shipped has also increased. High value products such as electronics and pharmaceuticals account for a sizeable percentage of transported goods. The threat of terrorism, smuggling (drugs, weapons, human trafficking), preservation of brand integrity, product safety and other threats have mandated the increase in regulation and cooperation between nations. Requirements of the Customs-Trade Partnership Against Terrorism (C-TPAT), the Container Security Initiative (CSI), the Transported Asset Protection Association (TAPA) and others are some examples of regulation designed to address threats to the supply chain. These are complemented by the drive for increased surveillance and inspection.
We prepare a detailed supply chain management program as outlined below considering every aspect of your organisation’s activities to meet the challenges.
1. General Security Requirements
• Establish an effective security management system (SMS).
• Define the scope of your security management system.
2. Security Policy Requirements
• Authorize the establishment of a security management policy.
• Document your organization's security management policy.
• Implement your organization’s security management policy.
• Maintain your organization’s security management policy.
3. Analyze Security Threats and Select Controls
• Identify security threats and assess your risks.
• Define a methodology to identify your organization's supply chain security threats and assess its security risks.
• Establish procedures to identify threats and assess risks.
• Use your security risk assessment methods and procedures to identify threats and assess risks.
• Identify security management control measures.
• Establish procedures to identify and implement supply chain security management control measures.
• Use your procedures to identify supply chain security management control measures.
• Use your procedures to implement your supply chain security management control measures.
4. Respect Legal and Other Security Requirements
• Establish procedures to manage the legal, statutory, and regulatory security requirements that you subscribe to.
• Communicate information about all relevant, legal, statutory, and regulatory security management requirements.
5. Set Security Management Objectives
• Establish security management objectives.
• Document security management objectives.
• Implement security management objectives.
• Maintain security management objectives.
6. Specify Security Management Targets
• Establish security management targets.
• Implement security management targets.
• Maintain security management targets.
7. Develop Security Management Programs
• Establish security programs to achieve objectives and targets.
• Implement your organization's security management programs.
• Maintain your organization's security management programs.
8. Create a Security Management Structure
• Establish a security management structure of roles, responsibilities, and authorities for your organization.
• Communicate security management roles, responsibilities, and authorities to those who must implement and maintain your SMS.
• Demonstrate a commitment to the development, implementation, and continual improvement of your organization's SMS.
9. Ensure Competence and Provide Security Training
• Make sure that personnel responsible for security are suitably qualified.
• Establish procedures to make people who work for you, or on your behalf, aware of your SMS.
• Keep records of competence and training.
• Develop Security Communication Procedures
• Establish procedures to ensure that pertinent security information is communicated.
10. Establish SMS Documents and Records
• Establish and maintain a security management documentation system for your organization.
• Establish the security sensitivity of information before you consider giving people access to it.
11. Control your SMS Documents and Data
• Establish procedures to control the documents, data, and information required by ISO 28000.
• Maintain your organization's SMS document, data, and information control procedures.
12. Implement Operational SMS Control Measures
• Identify the security activities and operations that your organization needs to carry out.
• Carry out your security activities and operations under specified conditions.
• Consider your security threats and risks before you decide to revise your current arrangements or implement new ones.
13. Prepare Emergency SMS Plans and Procedures
• Prepare appropriate emergency preparedness plans and procedures to deal with security threats, incidents, breaches, and emergencies
• Prepare appropriate plans and procedures to respond to security incidents and emergencies.
• Prepare appropriate security recovery plans and procedures.
14. Monitor and Measure Security Performance
• Establish procedures to monitor and measure security.
• Use your procedures to monitor and measure security.
• Maintain supply chain security management records.
15. Evaluate your Security Management System (SMS)
• Evaluate supply chain security management plans.
• Evaluate supply chain security management procedures.
• Evaluate supply chain security management capabilities.
• Evaluate compliance with regulations and best practices.
• Evaluate conformance with security policy and objectives.
16. Investigate Security Incidents and Take Action
• Establish security response procedures.
• Implement your security response procedures.
• Maintain your security response procedures.
17. Control your Security Management Records
• Establish your organization's security management records.
• Establish procedures to control security management records.
18. Audit your Security Management System (SMS)
• Establish a security management audit program.
• Establish security management audit procedures.
19. Security Review Requirements
• Review your SMS by examining inputs.
• Assess the results of your management reviews.
• Generate management review outputs.
• It gives higher efficiency rate, reduce cost Effects, raise output, raise your business profit level, boost cooperation, lowers delay in processes and enhance supply chain network
• It provides a credible means of demonstrating effective supply chain security Corporate Governance – from Board level, to physical delivery;
• Covers every key aspect of the way an organisation secures its supply chain;
• It provides senior management with assurance that the organization is able to effectively manage supply chain risks to its operation including its upstream and downstream dependencies;
• Organizations can be more confident about meeting the requirements of legislation, statutory and other security regulatory requirements.
• The setting of targets through your Security management policy, together with the ongoing measurement against it ensures a process of continual improvement for your organization;
• De-risks the service offering to your clients; it helps them protect their reputation, enhances their likelihood of operational success, and reduces their internal audit and due diligence burden;
• Increases client confidence; you are able to demonstrate sustained performance through an enduring program of external audit; certification is a value for money ‘assurance’ investment.
Specifically for compliance with the ISO 31000 standards, additional advantages could be:
• Generates interest on senior management level;
• Based on worldwide experience;
• Certifiable;
• Recognizable for stakeholders (such as policymakers, investors and customers);
• Accepted worldwide.
It ensures compliance with the following regulations,
• US Customs-Trade Partnership Against Terrorism (C-TPAT) security requirements.
• World Customs Organization (WCO) SAFE Framework security requirements.
• Safety of Life at Sea (SOLAS) security requirements.
• International Maritime Organization (IMO) International Ship and Port Facility security requirements.
• EU Authorized Economic Operator (AEO) security requirements
QGlobal Services is a professional certification and consulting firm offering Management Consultation services in all major cities in India. QGlobal is an approved Management Consultant and Management service provider with extensive expertise and experience in all relevant areas. QGlobal would be happy to assist your company in the business improvement process. QGlobal will assure you that our Management consultancy pricing and Management consultancy services is not only Competitive but also come to you with highest standards of professionalism. We provide Management quality system audit to all customers in an impartial, consistent and reliable manner, facilitating improvements in the business process and acceptance on national and international level. Average post-graduate working experience of our Management Consultants is ten years. Investing in professional support from QGlobal Management Consultants will yield substantial benefits derived from our team's practical solutions and service commitment. QGlobal is dedicated to ensuring our clients reach the highest level of excellence. We offer a wide range of comprehensive Management consultancy packages all designed to help companies achieve much more. Our portfolio of Management consultancy products and Management Consultant services is extensive. QGlobal offers bespoke Management consulting and Management training packages to all our clients. QGlobal knows that no two organizations are the same. We therefore strive to ensure that every organization receives Management Consultant services that meet specific needs and requirements. We offer specialized Management Consultant services for small businesses. You get to choose those Management Consultant services you need and we provide you with the best quality in Management consulting. Our experience ensures that you will have a short turnaround time. Our process is both effective and efficient. You can therefore be sure of achieving your goals even on the tightest budgets and with a tight schedule.
If you are thinking, how to get Management Consultant in India then you are in safe hands. QGlobal provides one of the most exhaustive suites of management consultant services to help the companies plan, design, implement, monitor, control, improve and enhance their management system. Our Management Consultants are known for being innovative, simple, practical and effective resulting in an implementation process that is value adding to the business operations of the organization. QGlobal follows a well-documented approach for all Management requirements. QGlobal value time and understand how important it is for you to achieve targets in quick time. QGlobal believe in total customer satisfaction and customer delight. We are always willing to go an extra mile to keep our clients happy. Our Management Consultant solutions are suitable for organizations of all sizes irrespective of their location, number of employees, turnover, nature of business etc. We provide 100% customized solutions to your management requirements. We have the required man power and capability to deliver our services in all major countries. Achieve management goals through us and fast forward your journey towards growth, success and profitability.
Undertaking the implementation of a management standard can seem daunting, especially if it is a completely new experience! Taking business or process improvement without any external assistance is not possible, especially when resources are an issue, or if you’d simply like an experienced hand for assurance, it is worth considering a Management Consultant.
When choosing any potential supplier, one of the first questions to ask is if they have any experience in your sector, and it’s just as important when it comes to Management Consultants. If they are appreciative of the typical management problems your organisation has, their past experience should help to add value. A good Management Consultant doesn’t just leave you with a compliant system; they should be helping with the engagement of your management team and staff to ensure the system is properly integrated and genuinely adds value. If this doesn’t happen, keeping business going over the long-term will become a burdensome inconvenience rather than the business improvement tool it should be.
It’s important to remember that this is your management system and Management Consultant shouldn’t be the only one to see it! Be wary of any Management Consultant that attempts to impose a ‘one size fits all’ solution. If you don’t retain control of your management system, you will be forever reliant on the Management Consultant from that point on. As such - from the outset - it’s important to agree what the ‘project’ will entail; generic procedures that are lengthy and not related to your business processes will only lead to frustration and extra cost of maintenance.
As mentioned above, it’s imperative that you agree management consultancy costs before you commit to anything. Most management consultants will visit you free of charge initially; some even include a free review of your existing processes to see how much work is required in order to the meet the requirements of the relevant management standard. This meeting should give the Management Consultant enough information to then quote a fee for getting you prepared for a successful Management audit. Whilst day rates can vary greatly, you can of course reduce costs by choosing a local Management Consultant in order to minimise travel and sustenance fees. Whilst we are often asked how much Management consultancy will cost, there is no typical fee as this will depend on what state you are in now, how complex and large your organisation is, and how much hand holding you are looking for. But in this area QGlobal can offer a great pricing.
Many Management Consultants will claim ‘guaranteed business improvement’. Of course, this is a marketing ploy, but generally it is at least a sign of confidence that they will get you through the formal Management audit successfully! In truth, creating a sound management system is not that difficult. However, from our point of view, using a Management Consultant is not a guarantee you will achieve your goals when the Management Consultant you hire is not good enough.
Instead, a Management Consultant should be judged on their ability to help your organisation realise the full benefits. Management consultants are meant to improve efficiency, co-operation, motivation and service as a result of establishing a system where your people know what to do, and how to do it effectively. This should ultimately save your organisation time and money, whilst being a tool to improve productivity and a can-do attitude.
Although not a requirement, some organisations like to use Management Consultants to help with the implementation of a Management standard. Whilst it can take away an element of ownership, choosing an experienced Management Consultant can add value and make the implementation that bit smoother. To help you make an informed choice, we have listed the following 10 considerations, followed by some common FAQs.
Does the Management Consultant have relevant Although not a requirement, some organisations like to use Management Consultants to help with the implementation of a Management standard. Whilst it can take away an element of ownership, choosing an experienced Management Consultant can add value and make the implementation that bit smoother. To help you make an informed choice, we have listed the following 10 considerations, followed by some common FAQs.
1. qualifications (with verifiable evidence)?
2. Does the Management Consultant have solid references (which you can contact independently)?
3. Is the Management Consultant a member of any recognised professional organisations?
4. Has the Management Consultant had past experience of working with a similar business to yours?
5. Will the Management Consultant be required to do any Management training, and do they have a Management training qualification?
6. Does the Management Consultant have the appropriate level of professional indemnity insurance? Ask to see their policy documentation.
7. Does the Management Consultant have enough resources to cope with your requirements? Ask what back-up they have.
8. If considering an Management consultancy firm, check what staff turnover’s been like (i.e. will you deal with the same person throughout)?
9. How much will the Management Consultant charge and how will fees be calculated?
10. Are they financially stable? You can credit check them to give yourself some assurance that they’ll be around in the future.
Decide on the process for selection. You might ask for written proposals, conduct interviews by telephone or face to face. Take up references or a combination of all of these methods. Speak to more than one Management Consultant - you may pick up useful information in the process.
Ensure you find out how they view the project and how they would approach it. Who else would be working on the project and what relevant experience and skills do they have?
Management consultancy fees and associated costs should be clearly set out, discussed and agreed. For example, will they receive a fixed fee or a day rate? Are they prepared to make part of their Management consultancy fee dependent on results and if so, how will these be measured? You should also agree how and when payment will be made. As with any other service, you should also compare Management consultancy costs with other Management Consultants.
The responsibilities of both parties should be clearly set out. Both you and the Management Consultant should know exactly who is responsible for what so that neither party is suddenly expected to produce significant extra work. Include a comprehensive service-level agreement (SLA) which sets out responsibilities and priorities, defines the Management consultancy service they must provide and the level of Management consultancy service to be delivered. Clarify how you want the results of the Management Consultant's work to be explained to you. Do you want a final report, weekly briefing sessions, a presentation to management or staff, or all of these options? Set out how you will resolve disputes. Explain how both parties can get out of the contract and what will happen if they do. In particular make sure you have a confidentiality clause.
You should communicate fully with your people to explain what the Management Consultant's brief is. If you don’t some of your people may resent the Management Consultant and any additional work that’s required. By the same token, ask the Management Consultant to provide regular feedback on the project to the rest of your team as part of the ongoing liaison. Plan for the potential impact of the management project. This could include extra workload for your people, additional communications, marketing and PR and a potential boost to your enquiries. Lastly, consider getting a key employee to 'shadow' the Management Consultant. You could learn a whole lot more than you would by just reading their reports.
If you have agreed to a final report, make sure it covers all of the agreed objectives. Check through the report to ensure there are no outstanding tasks, before signing off and making final Management consultancy payment. Plan for success and be sure to publicise the results of the project in-house, to your clients and the outside world. This will help boost motivation and morale and may bring in that extra new business!
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Environmental Management Consultants India, Environmental Management Consultants Agra, Environmental Management Consultants Ahmedabad, Environmental Management Consultants Alwar, Environmental Management Consultants Amritsar, Environmental Management Consultants Aurangabad, Environmental Management Consultants Bangalore, Environmental Management Consultants Bharatpur, Environmental Management Consultants Bhavnagar, Environmental Management Consultants Bhikaner, Environmental Management Consultants Bhopal, Environmental Management Consultants Bhubaneshwar, Environmental Management Consultants Calangute, Environmental Management Consultants Chandigarh, Environmental Management Consultants Chennai, Environmental Management Consultants Chittaurgarh, Environmental Management Consultants Coimbatore, Environmental Management Consultants Cuttack, Environmental Management Consultants Dalhousie, Environmental Management Consultants Dehradun, Environmental Management Consultants Delhi, Environmental Management Consultants New Delhi, Environmental Management Consultants Dharward, Environmental Management Consultants Diu-Island, Environmental Management Consultants Faridabad, Environmental Management Consultants Gangtok, Environmental Management Consultants Ghaziabad, Environmental Management Consultants Gurgaon, Environmental Management Consultants Guwahati, Environmental Management Consultants Gwalior, Environmental Management Consultants Hyderabad, Environmental Management Consultants Hubli, Environmental Management Consultants Imphal, Environmental Management Consultants Indore, Environmental Management Consultants Jabalpur, Environmental Management Consultants Jaipur, Environmental Management Consultants Jaisalmer, Environmental Management Consultants Jalandhar, Environmental Management Consultants Jamshedpur, Environmental Management Consultants Jodhpur, Environmental Management Consultants Kanpur, Environmental Management Consultants Kanyakumari, Environmental Management Consultants Khajuraho, Environmental Management Consultants Khandala, Environmental Management Consultants Kodaikanal, Environmental Management Consultants Kolkata, Environmental Management Consultants Kota, Lucknow, Environmental Management Consultants Ludhiana, Environmental Management Consultants Madurai, Environmental Management Consultants Manali, Mangalore, Environmental Management Consultants Mathura, Environmental Management Consultants Mumbai, Environmental Management Consultants Mussoorie, Environmental Management Consultants Mysore, Environmental Management Consultants Nagpur, Environmental Management Consultants Noida, Environmental Management Consultants Ooty, Environmental Management Consultants Panaji, Environmental Management Consultants Patna, Environmental Management Consultants Pondicherry, Environmental Management Consultants Porbandar, Environmental Management Consultants Portblair, Environmental Management Consultants Pune, Environmental Management Consultants Puri, Environmental Management Consultants Pushkar, Environmental Management Consultants Rajkot, Environmental Management Consultants Rameswaram, Environmental Management Consultants Ranchi, Environmental Management Consultants Sanchi, Environmental Management Consultants Secunderabad, Environmental Management Consultants Shimla, Environmental Management Consultants Surat, Environmental Management Consultants Thanjavur, Environmental Management Consultants Thiruchchirapalli, Environmental Management Consultants Tirumala, Environmental Management Consultants Udaipur, Environmental Management Consultants Vadodra, Environmental Management Consultants Varanasi, Environmental Management Consultants Vijayawada, Environmental Management Consultants Visakhapatnam, Environmental Management Consultants Kerala, Environmental Management Consultants Kannur, Environmental Management Consultants Kozhikode, Environmental Management Consultants Thrissur, Environmental Management Consultants Palakkad, Environmental Management Consultants Kochi, Environmental Management Consultants Trivandrum, Environmental Management Consultants Thriruvananthapuram, Environmental Management Consultants Calicut
Energy Management Consultants India, Energy Management Consultants Agra, Energy Management Consultants Ahmedabad, Energy Management Consultants Alwar, Energy Management Consultants Amritsar, Energy Management Consultants Aurangabad, Energy Management Consultants Bangalore, Energy Management Consultants Bharatpur, Energy Management Consultants Bhavnagar, Energy Management Consultants Bhikaner, Energy Management Consultants Bhopal, Energy Management Consultants Bhubaneshwar, Energy Management Consultants Calangute, Energy Management Consultants Chandigarh, Energy Management Consultants Chennai, Energy Management Consultants Chittaurgarh, Energy Management Consultants Coimbatore, Energy Management Consultants Cuttack, Energy Management Consultants Dalhousie, Energy Management Consultants Dehradun, Energy Management Consultants Delhi, Energy Management Consultants New Delhi, Energy Management Consultants Dharward, Energy Management Consultants Diu-Island, Energy Management Consultants Faridabad, Energy Management Consultants Gangtok, Energy Management Consultants Ghaziabad, Energy Management Consultants Gurgaon, Energy Management Consultants Guwahati, Energy Management Consultants Gwalior, Energy Management Consultants Hyderabad, Energy Management Consultants Hubli, Energy Management Consultants Imphal, Energy Management Consultants Indore, Energy Management Consultants Jabalpur, Energy Management Consultants Jaipur, Energy Management Consultants Jaisalmer, Energy Management Consultants Jalandhar, Energy Management Consultants Jamshedpur, Energy Management Consultants Jodhpur, Energy Management Consultants Kanpur, Energy Management Consultants Kanyakumari, Energy Management Consultants Khajuraho, Energy Management Consultants Khandala, Energy Management Consultants Kodaikanal, Energy Management Consultants Kolkata, Energy Management Consultants Kota, Lucknow, Energy Management Consultants Ludhiana, Energy Management Consultants Madurai, Energy Management Consultants Manali, Mangalore, Energy Management Consultants Mathura, Energy Management Consultants Mumbai, Energy Management Consultants Mussoorie, Energy Management Consultants Mysore, Energy Management Consultants Nagpur, Energy Management Consultants Noida, Energy Management Consultants Ooty, Energy Management Consultants Panaji, Energy Management Consultants Patna, Energy Management Consultants Pondicherry, Energy Management Consultants Porbandar, Energy Management Consultants Portblair, Energy Management Consultants Pune, Energy Management Consultants Puri, Energy Management Consultants Pushkar, Energy Management Consultants Rajkot, Energy Management Consultants Rameswaram, Energy Management Consultants Ranchi, Energy Management Consultants Sanchi, Energy Management Consultants Secunderabad, Energy Management Consultants Shimla, Energy Management Consultants Surat, Energy Management Consultants Thanjavur, Energy Management Consultants Thiruchchirapalli, Energy Management Consultants Tirumala, Energy Management Consultants Udaipur, Energy Management Consultants Vadodra, Energy Management Consultants Varanasi, Energy Management Consultants Vijayawada, Energy Management Consultants Visakhapatnam, Energy Management Consultants Kerala, Energy Management Consultants Kannur, Energy Management Consultants Kozhikode, Energy Management Consultants Thrissur, Energy Management Consultants Palakkad, Energy Management Consultants Kochi, Energy Management Consultants Trivandrum, Energy Management Consultants Thriruvananthapuram, Energy Management Consultants Calicut
Customer Satisfaction Management Consultants India, Customer Satisfaction Management Consultants Agra, Customer Satisfaction Management Consultants Ahmedabad, Customer Satisfaction Management Consultants Alwar, Customer Satisfaction Management Consultants Amritsar, Customer Satisfaction Management Consultants Aurangabad, Customer Satisfaction Management Consultants Bangalore, Customer Satisfaction Management Consultants Bharatpur, Customer Satisfaction Management Consultants Bhavnagar, Customer Satisfaction Management Consultants Bhikaner, Customer Satisfaction Management Consultants Bhopal, Customer Satisfaction Management Consultants Bhubaneshwar, Customer Satisfaction Management Consultants Calangute, Customer Satisfaction Management Consultants Chandigarh, Customer Satisfaction Management Consultants Chennai, Customer Satisfaction Management Consultants Chittaurgarh, Customer Satisfaction Management Consultants Coimbatore, Customer Satisfaction Management Consultants Cuttack, Customer Satisfaction Management Consultants Dalhousie, Customer Satisfaction Management Consultants Dehradun, Customer Satisfaction Management Consultants Delhi, Customer Satisfaction Management Consultants New Delhi, Customer Satisfaction Management Consultants Dharward, Customer Satisfaction Management Consultants Diu-Island, Customer Satisfaction Management Consultants Faridabad, Customer Satisfaction Management Consultants Gangtok, Customer Satisfaction Management Consultants Ghaziabad, Customer Satisfaction Management Consultants Gurgaon, Customer Satisfaction Management Consultants Guwahati, Customer Satisfaction Management Consultants Gwalior, Customer Satisfaction Management Consultants Hyderabad, Customer Satisfaction Management Consultants Hubli, Customer Satisfaction Management Consultants Imphal, Customer Satisfaction Management Consultants Indore, Customer Satisfaction Management Consultants Jabalpur, Customer Satisfaction Management Consultants Jaipur, Customer Satisfaction Management Consultants Jaisalmer, Customer Satisfaction Management Consultants Jalandhar, Customer Satisfaction Management Consultants Jamshedpur, Customer Satisfaction Management Consultants Jodhpur, Customer Satisfaction Management Consultants Kanpur, Customer Satisfaction Management Consultants Kanyakumari, Customer Satisfaction Management Consultants Khajuraho, Customer Satisfaction Management Consultants Khandala, Customer Satisfaction Management Consultants Kodaikanal, Customer Satisfaction Management Consultants Kolkata, Customer Satisfaction Management Consultants Kota, Lucknow, Customer Satisfaction Management Consultants Ludhiana, Customer Satisfaction Management Consultants Madurai, Customer Satisfaction Management Consultants Manali, Mangalore, Customer Satisfaction Management Consultants Mathura, Customer Satisfaction Management Consultants Mumbai, Customer Satisfaction Management Consultants Mussoorie, Customer Satisfaction Management Consultants Mysore, Customer Satisfaction Management Consultants Nagpur, Customer Satisfaction Management Consultants Noida, Customer Satisfaction Management Consultants Ooty, Customer Satisfaction Management Consultants Panaji, Customer Satisfaction Management Consultants Patna, Customer Satisfaction Management Consultants Pondicherry, Customer Satisfaction Management Consultants Porbandar, Customer Satisfaction Management Consultants Portblair, Customer Satisfaction Management Consultants Pune, Customer Satisfaction Management Consultants Puri, Customer Satisfaction Management Consultants Pushkar, Customer Satisfaction Management Consultants Rajkot, Customer Satisfaction Management Consultants Rameswaram, Customer Satisfaction Management Consultants Ranchi, Customer Satisfaction Management Consultants Sanchi, Customer Satisfaction Management Consultants Secunderabad, Customer Satisfaction Management Consultants Shimla, Customer Satisfaction Management Consultants Surat, Customer Satisfaction Management Consultants Thanjavur, Customer Satisfaction Management Consultants Thiruchchirapalli, Customer Satisfaction Management Consultants Tirumala, Customer Satisfaction Management Consultants Udaipur, Customer Satisfaction Management Consultants Vadodra, Customer Satisfaction Management Consultants Varanasi, Customer Satisfaction Management Consultants Vijayawada, Customer Satisfaction Management Consultants Visakhapatnam, Customer Satisfaction Management Consultants Kerala, Customer Satisfaction Management Consultants Kannur, Customer Satisfaction Management Consultants Kozhikode, Customer Satisfaction Management Consultants Thrissur, Customer Satisfaction Management Consultants Palakkad, Customer Satisfaction Management Consultants Kochi, Customer Satisfaction Management Consultants Trivandrum, Customer Satisfaction Management Consultants Thriruvananthapuram, Customer Satisfaction Management Consultants Calicut
Business Continuity Management Consultants India, Business Continuity Management Consultants Agra, Business Continuity Management Consultants Ahmedabad, Business Continuity Management Consultants Alwar, Business Continuity Management Consultants Amritsar, Business Continuity Management Consultants Aurangabad, Business Continuity Management Consultants Bangalore, Business Continuity Management Consultants Bharatpur, Business Continuity Management Consultants Bhavnagar, Business Continuity Management Consultants Bhikaner, Business Continuity Management Consultants Bhopal, Business Continuity Management Consultants Bhubaneshwar, Business Continuity Management Consultants Calangute, Business Continuity Management Consultants Chandigarh, Business Continuity Management Consultants Chennai, Business Continuity Management Consultants Chittaurgarh, Business Continuity Management Consultants Coimbatore, Business Continuity Management Consultants Cuttack, Business Continuity Management Consultants Dalhousie, Business Continuity Management Consultants Dehradun, Business Continuity Management Consultants Delhi, Business Continuity Management Consultants New Delhi, Business Continuity Management Consultants Dharward, Business Continuity Management Consultants Diu-Island, Business Continuity Management Consultants Faridabad, Business Continuity Management Consultants Gangtok, Business Continuity Management Consultants Ghaziabad, Business Continuity Management Consultants Gurgaon, Business Continuity Management Consultants Guwahati, Business Continuity Management Consultants Gwalior, Business Continuity Management Consultants Hyderabad, Business Continuity Management Consultants Hubli, Business Continuity Management Consultants Imphal, Business Continuity Management Consultants Indore, Business Continuity Management Consultants Jabalpur, Business Continuity Management Consultants Jaipur, Business Continuity Management Consultants Jaisalmer, Business Continuity Management Consultants Jalandhar, Business Continuity Management Consultants Jamshedpur, Business Continuity Management Consultants Jodhpur, Business Continuity Management Consultants Kanpur, Business Continuity Management Consultants Kanyakumari, Business Continuity Management Consultants Khajuraho, Business Continuity Management Consultants Khandala, Business Continuity Management Consultants Kodaikanal, Business Continuity Management Consultants Kolkata, Business Continuity Management Consultants Kota, Lucknow, Business Continuity Management Consultants Ludhiana, Business Continuity Management Consultants Madurai, Business Continuity Management Consultants Manali, Mangalore, Business Continuity Management Consultants Mathura, Business Continuity Management Consultants Mumbai, Business Continuity Management Consultants Mussoorie, Business Continuity Management Consultants Mysore, Business Continuity Management Consultants Nagpur, Business Continuity Management Consultants Noida, Business Continuity Management Consultants Ooty, Business Continuity Management Consultants Panaji, Business Continuity Management Consultants Patna, Business Continuity Management Consultants Pondicherry, Business Continuity Management Consultants Porbandar, Business Continuity Management Consultants Portblair, Business Continuity Management Consultants Pune, Business Continuity Management Consultants Puri, Business Continuity Management Consultants Pushkar, Business Continuity Management Consultants Rajkot, Business Continuity Management Consultants Rameswaram, Business Continuity Management Consultants Ranchi, Business Continuity Management Consultants Sanchi, Business Continuity Management Consultants Secunderabad, Business Continuity Management Consultants Shimla, Business Continuity Management Consultants Surat, Business Continuity Management Consultants Thanjavur, Business Continuity Management Consultants Thiruchchirapalli, Business Continuity Management Consultants Tirumala, Business Continuity Management Consultants Udaipur, Business Continuity Management Consultants Vadodra, Business Continuity Management Consultants Varanasi, Business Continuity Management Consultants Vijayawada, Business Continuity Management Consultants Visakhapatnam, Business Continuity Management Consultants Kerala, Business Continuity Management Consultants Kannur, Business Continuity Management Consultants Kozhikode, Business Continuity Management Consultants Thrissur, Business Continuity Management Consultants Palakkad, Business Continuity Management Consultants Kochi, Business Continuity Management Consultants Trivandrum, Business Continuity Management Consultants Thriruvananthapuram, Business Continuity Management Consultants Calicut
Asset Management Consultants India, Asset Management Consultants Agra, Asset Management Consultants Ahmedabad, Asset Management Consultants Alwar, Asset Management Consultants Amritsar, Asset Management Consultants Aurangabad, Asset Management Consultants Bangalore, Asset Management Consultants Bharatpur, Asset Management Consultants Bhavnagar, Asset Management Consultants Bhikaner, Asset Management Consultants Bhopal, Asset Management Consultants Bhubaneshwar, Asset Management Consultants Calangute, Asset Management Consultants Chandigarh, Asset Management Consultants Chennai, Asset Management Consultants Chittaurgarh, Asset Management Consultants Coimbatore, Asset Management Consultants Cuttack, Asset Management Consultants Dalhousie, Asset Management Consultants Dehradun, Asset Management Consultants Delhi, Asset Management Consultants New Delhi, Asset Management Consultants Dharward, Asset Management Consultants Diu-Island, Asset Management Consultants Faridabad, Asset Management Consultants Gangtok, Asset Management Consultants Ghaziabad, Asset Management Consultants Gurgaon, Asset Management Consultants Guwahati, Asset Management Consultants Gwalior, Asset Management Consultants Hyderabad, Asset Management Consultants Hubli, Asset Management Consultants Imphal, Asset Management Consultants Indore, Asset Management Consultants Jabalpur, Asset Management Consultants Jaipur, Asset Management Consultants Jaisalmer, Asset Management Consultants Jalandhar, Asset Management Consultants Jamshedpur, Asset Management Consultants Jodhpur, Asset Management Consultants Kanpur, Asset Management Consultants Kanyakumari, Asset Management Consultants Khajuraho, Asset Management Consultants Khandala, Asset Management Consultants Kodaikanal, Asset Management Consultants Kolkata, Asset Management Consultants Kota, Lucknow, Asset Management Consultants Ludhiana, Asset Management Consultants Madurai, Asset Management Consultants Manali, Mangalore, Asset Management Consultants Mathura, Asset Management Consultants Mumbai, Asset Management Consultants Mussoorie, Asset Management Consultants Mysore, Asset Management Consultants Nagpur, Asset Management Consultants Noida, Asset Management Consultants Ooty, Asset Management Consultants Panaji, Asset Management Consultants Patna, Asset Management Consultants Pondicherry, Asset Management Consultants Porbandar, Asset Management Consultants Portblair, Asset Management Consultants Pune, Asset Management Consultants Puri, Asset Management Consultants Pushkar, Asset Management Consultants Rajkot, Asset Management Consultants Rameswaram, Asset Management Consultants Ranchi, Asset Management Consultants Sanchi, Asset Management Consultants Secunderabad, Asset Management Consultants Shimla, Asset Management Consultants Surat, Asset Management Consultants Thanjavur, Asset Management Consultants Thiruchchirapalli, Asset Management Consultants Tirumala, Asset Management Consultants Udaipur, Asset Management Consultants Vadodra, Asset Management Consultants Varanasi, Asset Management Consultants Vijayawada, Asset Management Consultants Visakhapatnam, Asset Management Consultants Kerala, Asset Management Consultants Kannur, Asset Management Consultants Kozhikode, Asset Management Consultants Thrissur, Asset Management Consultants Palakkad, Asset Management Consultants Kochi, Asset Management Consultants Trivandrum, Asset Management Consultants Thriruvananthapuram, Asset Management Consultants Calicut
