What is a Management Representative?

A Management Representative is the person appointed by an organisation’s top management who, irrespective of other responsibilities, has the responsibility and authority that includes:

  • Ensuring that processes needed for the management system are established, implemented and maintained,
  • Reporting to top management on the performance of the management system and any need for improvement, and
  • Ensuring the promotion of awareness of customer requirements throughout the organisation.

On a regular basis the Management Representative can expect to oversee and facilitate activities which include but are not limited to:

  • Management Review Meetings – these meetings have a set agenda and are usually conducted on a quarterly, biannual, or annual basis that includes reviewing the overall performance of the management system and deciding on improvements that will be made.
  • Internal Audits – at the beginning of a management system implementation an Internal Audit Schedule will be established for the following twelve months. Internal Audits will be conducted in accordance with the schedule, these audits involve reviewing records from management system activities to ensure that they are being created in accordance with the system procedures.
  • Objectives and Targets – at the beginning of a management system implementation, organisation specific objectives and targets will be established which are measurable and consistent with the management system policy. These objectives and targets are typically reviewed and adjusted at the Management Review Meetings.
  • Management Plans – once objectives and targets have been established Management Plans are developed for each objective to outline the activities that will be undertaken to meet the specific target that has been established.
  • Employee Inductions – inductions are vital to raising awareness of the management system and also ensuring that system procedures are followed.
  • Training & Competency – maintaining a register that includes the details of the training & competency requirement for all employees including qualifications, licences, and internal training courses.
  • Accrediting Suppliers – maintaining a register of suppliers that have been evaluated against the organisations purchasing criteria that is aligned with the management system objectives and targets.
  • Non-conformances – managing the process of reporting non-conformances that have been identified during the conduct of the organisations processes. Once non-conformances have been identified, corrective and preventative actions will be implemented and appropriate records kept.
  • Reviewing and Updating Documentation – based on feedback from staff and Management Review meetings, amendments will be made to the management system documentation.

The activities listed above are specific to the requirements of the ISO Management System standards and are generally allocated to a member of the management team such as the Operations Manager.

Setting up a DIY Management System

A question that we regularly get asked by business owners and managers who are looking at purchasing one of our Management System templates is “how much work is required to get ready for an audit after purchasing a template?”.

As we have spent many hours refining our templates to cut out most of the work that you have to complete, the main items that you have to complete are:

  • Adding your company name and logo to the documents
  • Adding a brief description of the history of your company and the current products/services that you provide
  • Updating the organisation chart to accurately reflect your staffing arrangements and company structure
  • Reading through the procedures to make sure that you’re comfortable with the activities and frequency of those activities (i.e. the frequency of toolbox talks)

At this point, you would be ready to submit your documentation for a Stage 1 Audit (aka Document Review) with a certification body. You can then move on to preparing for the Stage 2 Audit which involves following the provided implementation activity schedule which lists about eleven items that need to be completed including:

  • 12 Month Internal Audit Schedule,
  • 2 internal audits,
  • Introducing staff to the management system,
  • Adding details to the Management System Registers (e.g. Training & Competency, Hazard and Risk, Calibrated Equipment),
  • Displaying the Management System Policies in the workplace,
  • Removing all obsolete documents that have been replaced by the Management System,
  • Setting up a folder structure on your server or in hard copy with you Management System documentation,
  • Documenting team and onsite meetings,
  • Raising Action Request for items that need corrective and preventive action,
  • Collating customer feedback in the form of testimonials and satisfaction surveys, and
  • Adding your suppliers to the Accredited Suppliers List.

The above list will vary slightly depending on the Management System template that is selected although thorough guidance is provided in the implementation guide that explains exactly what is required for each activity.

2015: Significant Changes to ISO 9001 & ISO 14001

The 2015 revision of ISO 9001 and ISO 14001 involves changes in a clause concerning the identification of the “context of the organisation” (Clause 4). Less prescriptive than its predecessor, and instead focusing on performance, the revised safety and environmental management standards give organisations the opportunity to better align the management system to their strategic goals.A significant change with this revision is the adoption of the High Level Structure (HLS) as set out in Annex SL of ISO Directives Part One. This new arrangement sets out ISO 9001:2015 and ISO 14001: 2015 with ten clauses instead of eight as with the previous versions. To be used in all management system standards, the HLS works in conjunction with each other to ensure ease in integration, especially where more than one standard is applied. The resulting improving linkages in processes and activities will deliver better value and efficiency. It provides a solid base for sector-quality standards and takes into account the needs of regulators.

A new requirement in the HLS is that the organisation must consider the operating environment which impact its strategic objectives and reflect on the Management System. Outlined as Clause 4, it considers defining the internal and external elements, legal requirements, and all other effects on stakeholders.

The general context of the organization can be classified as:

  • Internal context: any actions or products and services that may affect your environmental performance
  • External context: may include legal, economic, social, or political issues

In other words, to prepare for ISO 9001:2015 and ISO 14001:2015 compliance, the organisation’s quality and environmental performance should be monitored and reviewed from a “helicopter view”.

We will consistently keep you updated with changes to legal requirements attached to these changes. For more information or any enquiries with what we do, contact us via support@

ANNOUNCEMENT: Introducing our New and Improved ISO Templates for ISO 9001:2015 & ISO 14001:2015

Here at ISO Templates we are proactive at being up-to-date with the latest updates in legal and other requirements. With regards to these recent changes in quality and environmental standards, ISO Templates has introduced updated and improved templates to comply with the new ISO 9001:2015 and ISO 14001:2015.To check these templates out, click on the link here.