QUALITY DOCUMENT
Name of Form: IMS5.6.1 Management Review Procedure

IMS5.6.1 Management Review Procedure

1.0 PURPOSE

This procedure aims to provide information and details on how to conduct a management system review, ensuring it continues to be suitable, adequate and effective.

2.0 SCOPE

This procedure applies to Kelsian Group Limited ("Kelsian") businesses that maintain certifications under ISO9001, 1SO14001, ISO45001 and ISO55001 within:

• Marine and Tourism
• Australian Public Transport

3.0 RESPONSIBILITIES

General Managers / Managing Directors are responsible for:

• Ensuring the consistent implementation of the Management Review Standard and Procedure for the Business Unit
• Convening management reviews together with the appropriate managers for functional work areas
• Communicating health and safety decisions from the management review to workers and workers' representatives
• Coordinating the management review and associated documents
• Ensuring appropriate minutes are taken

Kelsian HSEQ Department is responsible for:

• Providing advice and support to Business Units about the management review process.

4.0 WHAT IS A MANAGEMENT SYSTEM

A management system is a way an organisation manages the interrelated parts of its business to achieve its objectives.

Within Kelsian our management system is made up of policies, standards, and national standards that are supported by Business Unit work instructions and associated documents (e.g. forms and registers). These documents are derived from international standards, and legislative and business requirements.

The integration of our requirements into a single management system provides for a consolidated and simplified approach that supports our certifications and best practice arrangements.

5.0 :WHAT IS A MANAGEMENT REVIEW

A management review is a process where senior leadership periodically reviews the management system to ensure it continues to be suitable, adequate, and effective, whilst addressing any possible need for changes.

Management reviews are high level meetings, they should not be exhaustive reviews of detailed information.

6.0 WHO SHOULD ATTEND A MANAGEMENT REVIEW

Senior leadership is required to participate in the management review, along with Business Unit HSEQ Representative.

A management review agenda and associated documents must be collated and distributed to attendees in sufficient time before the meeting.

7.0 WHAT SHOULD BE INCLUDED IN A MANAGEMENT REVIEW

The management review requires the consideration of specific inputs to achieve its goal of evaluating the performance and effectiveness of the system.

Inputs should be used to determine trends for decision-making and take action to improve the system. Other inputs can be added as required if needed to confirm if the business is achieving its intended results.

Inputs to be taken into consideration include:

• Status of actions from previous management reviews
• Relevant changes in the internal and external environment, including
  • ​Needs and expectations of interested parties
  • Legal requirements and compliance obligations
  • Significant environmental aspects
  • Risk and opportunities
• The extent to which the HSEQ policy and HSEQ objectives have been met
• Process performance and conformity of products and services
• Performance and effectiveness of the management system, including trends in:
  • Incidents
  • Corrective and preventative actions
  • Monitoring and measurement results
  • Asset performance
  • Contractor performance
  • Legal compliance
  • Audit results
  • Performance of external providers
  • Consultation and participation of workers
  • Risks and opportunities
• Adequacy of resources for maintaining an effective management system
• Relevant communications with interested parties, including customer satisfaction and complaints
• Opportunities for improvement of the management system

8.0 HOW OFTEN SHOULD A MANAGEMENT REVIEW BE UNDERTAKEN

Management reviews should be undertaken at least annually.

A little more often is best, particularly for some inputs of the review. More frequent management meetings can include several inputs, providing senior leadership with information to inform decision-making, and continued monitoring of the system's effectiveness. These partial, or mini-reviews of the management system could include the below inputs:

• Key performance indicators
• Audit results
• Incidents
• Investigation findings
• Corrective and preventative actions
• Asset performance
• Relevant internal/external factors affecting the business
• Communications with interested parties, including customer satisfaction and complaints
• Performance of external providers
• Consultation and participation of workers
• Risks and opportunities

Inputs reviewed frequently (mini-reviews) are not required to be duplicated at the annual review, where the holistic review of the management system is undertaken.

Triggered management reviews can be undertaken where a significant deficiency in the management system has been identified.

9.0 DOCUMENTING THE MANAGEMENT REVIEW

All management reviews must be documented in the form of minutes. Actions must be recorded and followed through as part of the corrective action processes.

Where reviews (mini-reviews) are undertaken more frequently, details must be recorded within the relevant meeting papers and minutes.

Details to minute include:

• Decisions on continuing suitability, adequacy, and effectiveness of the management system
• Decisions on opportunities for improvement
• Decisions on changes to the management system
• Decisions on needed resources
• Actions when quality, environment, and safety objectives have not been achieved
• Opportunities to improve the management system integration with other business processes
• Any implications for the strategic direction of the business

Meeting documentation and minutes must be retained as evidence of the results of the review.

10.0 COMMUNICATING THE RESULTS OF THE MANAGEMENT REVIEW

Senior leadership must communicate the health and safety decisions from the management review to workers and workers' representatives. This can be achieved by the inclusion of minutes with HSE meetings.

11.0 RELATED DOCUMENTS

• Standard 22 Management Review

12.0 REFERENCES

• ISO 9001:2015 Quality management systems - Requirements
• ISO 45011:2018 Occupational health and safety management systems - Requirements with guidance for use
• ISO 14001:2015 Environmental management systems - Requirements with guidance for use
• ISO 55001:2014 Asset - Management systems - Requirements

13.0 DEFINITIONS

• HSEQ Health Safety Environment Quality
• HSEQ Objectives Measurable control methods are established to turn policy goals into quantifiable plans of action
• Key Performance Indicators A quantifiable measure is used to evaluate success
• Management System The way an organisation manages the interrelated parts of its business to achieve its objectives
• Senior Leader Senior management of the Business Unit as defined within the organisational structure
• Worker A person performing work or work related activities that are under the control of the business. This includes workers from external providers, contractors, and volunteers.
• Worker Representative An employee who represents workers that have been elected by a work group to represent them on health and safety issues.

14.0 VARIATION

Where a Business Unit or employee identifies an impediment in their ability to comply with this document or part thereof, a Variation Form must be completed and submitted to the General Manager HSEQ (Systems and Governance).

15.0 VERSION CONTROL

To ensure the HSEQ Management System remains relevant and maintains a focus on continuous improvement, this document must be reviewed at least every 2 years and where appropriate amended by the Document Control Procedure.

16.0 APPENDIX

Draft Agenda

Draft annual management review agenda.