JULY 2022

YOUR ENTECOM FOOD SAFETY

EBOOK SERIES GUIDE
PART 1: CHAPTER 7
Integrated Management System
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INTRODUCTION

How to
integrate your
management
systems
into a powerful compliance
engine for your company

Most companies that have been FSSC 22000 certified for a few years now are looking at integrating
their food safety management system with the ISO 9001 standard, Occupational Health and Safety
Standard (ISO 45001) and / or the Environmental Management System (ISO 14001). This can be a
daunting task and with the integration comes some challenges. Crafting your integration strategy
with an understanding of the challenges ahead, will help you stay focused and keep your integration
plans on track. Having a single engine to drive your compliance makes sense, the way you build it will
determine just how powerfully that compliance engine will work for you.

In this eBook we discuss:

• The benefits of systems integration
• The challenges you may face along the way
• How to integrate your systems in 10 steps

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an Integrated Management System

What does
implementing an
Integrated Management
System mean?

To combine the management systems (e.g FSSC 22000, ISO 45001 and ISO 14001) in
such a way that it streamlines, pools resources, and optimises the performance of the
management system elements whilst still meeting the requirements of the individual
standards and company business objectives.

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an Integrated Management System

How easy is it
to integrate the FSSC
22000 system with other
management standards?

• FSSC 22000 is a management system based on ISO 22000 and is a GFSI (Global Food Safety
Initiative) Benchmarked Certification Program
• The structure of the ISO 22000 is based on the common framework of the High Level structure
(HLS) of the ISO family of standards, this provides a common structure across ISO 9001, ISO 45001
and ISO 14001
• This means that all of these standards align to the same format
• FSSC 22000 has introduced an optional FSSC 22000 – Quality Certification which includes ISO
9001
• This provides an opportunity to integrate Food Quality Management within the scope of the FSSC
22000 system by including certification to the ISO 9001 standard.

The structure of the FSSC 22000 consists of three components:

+ + =
FSSC 22000
ISO 22000 PRPs additional FSSC 22000
requirements

Figure 1: Structure of the FSSC 22000 scheme

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an Integrated Management System

• Provides a common framework with the ISO family

• Allows integration
ISO 22000 • Uses common terms and definitions and approach (e.g
context of the organisation, risk-based thinking, process
approach)
• Includes HACCP

F SS C
Sector Specific • Based on the Technical Speciifications for Pre-requisite
PRPs Programmes

2 2 0 0 0
Additional • FSSC adds additional requirements to ensure consistency,
FSSC 22000 integrity, and to provide Governance and Management of
requirements the scheme

• Companies can opt to include ISO 9001

• Certification body will perform a single integrated audit
Optional FSSC
against the Integrated Food Safety and Quality System
22000-Q
• FSSC 22000-Q certificate can be granted if the company
meets FSSC 22000 and ISO 9001 requirements

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an Integrated Management System

What are the

benefits of an Integrated
Management System?

• Optimises business efficiency, productivity
and effectiveness of the management
systems by streamlining the processes using
the same approach, documents, tools and
methodologies.
• Captures all the info / data across all systems
into a single stream making it easier to
understand and apply for management
and frontline employees (IRQA Food Safety
Webinar).

Food Safety data

H&S Data
effectiveness and
sustainability

Single data
Increase in

Single data
capturing system, management
combined dashboard,
checklists trends and
Environmental Data
reports

Quality Data

Figure 3: Integration of data into a single stream

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an Integrated Management System

• Uses a common risk-based approach. • Can combine certification audits into a single
integrated audit which can reduce certification
• Provides uniformity.
costs.
• Reduces duplication – saving money, time and
• Can have a single management review with all
resources.
stakeholders and management system experts
• Management can have a consistent high-level together to review the integrated management
overview of the performance of a combined system as a whole.
management system.
• Can combine expertise from the different
fields to learn from each other when doing
risks assessments.

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an Integrated Management System

What is the
HLS (High Level Structure)
and how does this assist
with systems integration?

The High Level Structure is the common The common theme runs through all the above
structure of the ISO family of standards which standards which allows integration of the systems
consists of the following components: The ISO standards include concepts such as
“context of the organisation”, “risk-based
thinking” and a “process approach”.
1
1 Scope
2
2 Normative References Whilst using the common framework,
approaches, terms and definitions the objective
3
3 Terms and Definitions
of the standards differ e.g ISO 22000 is about
4
4 Context of the Organisation managing and mitigating food safety risks, ISO
45001 is about managing and mitigating Health
5
5 Leadership
and Safety risks to protect the workforce, ISO
6
6 Planning 14001 is about managing and mitigating risk to
protect the environment and ISO 9001 is about
7
7 Support
managing and mitigating risks to protect the
8
8 Operation quality of the product.
9
9 Performance Evaluation
10
10 Improvement

Figure 4: Using a single integrated management

system to manage the different risks

Food safety
Occupational risks
Health and
Safety Risks

Single
Environmental Integrated
risks
Management
system

Safe food that meets customer requirements, complies with legal

requirements whilst being manufactured in a facility that protects its
workforce and mitigates the impact on the environment.

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an Integrated Management System

How do we go about
integrating the standards?

We provide an outline of the integration path in

10 key steps:
Define your business goals and

1|
objectives

• The leadership of the company needs to be involved in analysing

the context of your organisation (the environment in which your
organisation operates), the expectations from interested parties
as well as your company vision and mission statement to set your
business goals and objectives.
• Leadership involvement is an ISO requirement and is also vital to
ensuring a healthy food safety culture, an important requirement
of the FSSC 22000 standard.
• The goals may include food safety, quality, health and safety, and
environmental management goals.

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an Integrated Management System

• Defining your goals and objectives will help you decide on the
management systems (FSSC 22000, ISO 9001, ISO 45001, ISO
14001) that will be required to achieve the goals.
• The time to achieve your goal will vary depending on your
starting point, nature, size and complexity, current skill set and
available resources within the business. Allow for sufficient time
since this is a big project which will demand time and resources.

Establish the KPIs (Key Performance

2|
Indicators) for the business goals and
objectives set

• Depending on your company objectives, the KPIs may include

quantifiable results for performance over time for specific Food
Safety, Quality, Health and Safety and Environmental Management
System objectives.
• Leadership needs to participate in the process of establishing the
KPIs.

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an Integrated Management System

Identify the Key Business Processes

3|
required to achieve the KPIs

• Using the risk-based approach, which is a fundamental principle in

the ISO family, involve the leadership of your company to identify
which processes in your business are key to achieving the KPIs
established.
• Using the same risk assessment tool across the management
systems, to identify risks and control measures to mitigate the risks.
• Map out the Key Business Processes and how they interact.
• The management and control of the processes required to
ultimately achieve the company goals and objectives becomes
part of a single business operating system which will include a
combination of all the required management systems (FSSC
22000, ISO 9001, ISO 45001 and ISO 14001).

Define the roles and responsibilities of

4|
staff that will manage and control the
Key Processes

• The integration of Health and Safety, and Environmental

Management systems standards will require additional skills,
resources and time to implement and maintain.
• You will need to identify who and how the management system
requirements will be managed, measured and reported e.g will
this be a single team consisting of members who have been
trained across all standards or will you need to have individual
management system team leaders reporting to a centralised
Integrated Management System Manager?

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an Integrated Management System

Establish the KPIs for the Key Business

5|
Processes

• Top Management who is responsible for each of the key business

processes should establish the KPIs for each of the key business
processes.
• The KPIs will include Food Safety, Quality, Health, and Safety and
Environmental KPIs.

Document Integrated Control Measures

6|
based on the risk assessment

• The leadership should involve their teams to develop and

document the required integrated checklists, work instructions,
procedures, and policies.
• The integration will streamline workflows and ensure that data is
captured in a single integrated stream which makes it easier for
the frontline staff to capture and understand and can be managed
from a single dashboard.

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an Integrated Management System

Compile an Integrated Management

7|
Systems Navigational Guide

• Use the ISO management system approach to identify the common

components of the management systems.
• Although a documented systems manual is no longer required by
the ISO 9001 standard, having a manual does provide value when
integrating systems since it can serve as a map to management
and auditors as to how the various systems have been integrated
and where the evidence of the individual management system
requirements can be found.
• Instead of a manual you can also compile an Integrated
Management Systems evidence matrix taking the various clause
requirements per standard and cross-referencing these to
combined or individual Policies, Procedures, Work Instructions and
checklists which provides the evidence as to how the requirements
of each standard are addressed. We believe this to be an
essential navigational tool.
• Examples of common procedures / elements which can be
integrated:

o Context of the organisation

o Management of Risks and Opportunities
o Company mission, vision, values and objectives
o Organisational roles, responsibilities and authorities
o Control of Documented information
o Competence training and awareness
o Internal audits
o Management Review
o Control of Non-conformity
o Identification and Traceability
o Corrective Actions
o Change management
o Communication
o Monitoring and measuring devices
o Monitoring, measurement, analysis and evaluation
o Continual improvement

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an Integrated Management System

Establish an integrated auditing

8|
programme

• Having an integrated auditing programme will save a lot of time

and resources.
• This will mean that your auditing team will need to have multiple
skills/management systems training required to conduct the
integrated audits.
• This would require compiling integrated audit schedules,
integrated audit checklists and combining auditors where auditors
lack training/experience in any of the other management systems.

Review the Performance of the

9|
Integrated Management System

• Conduct a single management review with all stakeholders and

management system experts together to review the integrated
management system as a whole.

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an Integrated Management System

Implement a continual improvement

10 |
program

• Having a high-level overview of the integrated performance data

against company goals and objectives as well as KPIs for the Key
Business Processes will enable you to identify areas that require
improvement based on risks and opportunities for the business.

CHALLENGES YOU MAY EXPERIENCE ALONG

THE WAY:
• Lack of skills and resources to assist you with the integration.
• Lack of time to take on such a project ontop of your current
workload. Having a realistic project plan taking a phased approach
is suggested.
• FSSC 22000 does require unannounced audits and this will make
integrated audits difficult to plan.
• Conducting integrated internal audits will require a multi-skilled
auditing team.
• Managing a paper-based integrated system will be extremely
challenging, you will need to consider software solutions.

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 JULY 2022
HOW CAN WE HELP YOU

HOW CAN
ENTECOM
HELP YOU?
• For advice on the integration
of your management system
please contact us at
info@entecom.co.za

• Consider EO, our digital

compliance solution which
makes the integration of
management systems easier,
ensuring that data is captured
into a single workflow stream
with reporting and trending
functionalities, and take away
all the stress and time wastage
associated with a manual
management system.

For more info on EO Click here

Contact us on info@entecom.co.za or (041) 3661970 for more information.

We love hearing from you and look forward to taking your call.

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