Breheny Civil Engineering
⬅️PROCEDURES

CP1: Integrated Management Systems Manual

This procedure defines how Breheny Civil Engineering Ltd the scope, structure and key elements of Breheny Civil Engineering Ltd's Integrated Management System (IMS), providing a consistent framework for managing safety, health, environment, energy, and quality (SHEEQ), references, terms and definitions, context of the organisation, leadership, planning, support, operation, performance evaluation and improvement.

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Key points

In this procedure

  1. 1 Purpose and Scope

    Defines what the Integrated Management System (IMS) is, what it covers and where it applies. The IMS gives Breheny Civil Engineering Ltd a single framework for managing Safety, Health, Environment, Energy and Quality (SHEEQ) risks and opportunities, meeting legal and client requirements, and driving continual improvement. It applies to all construction, transportation and premises activities, with proportionate application allowed for short or lower-risk works. ISO 9001 Clause 8.3 (Design and Development) is formally excluded because Breheny builds to client designs.

    Key points

    • •IMS covers SHEEQ (Safety, Health, Environment, Energy, Quality); legacy 'SHEQ' references still apply
    • •Energy scope includes all energy uses, plant, transport and premises — Significant Energy Uses (SEUs) identified via energy review
    • •Carbon managed separately under PAS 2080:2023 verified system; interfaces handled via policies and risk-based planning
    • •Aligned to ISO 9001:2015+A1:2024, ISO 14001:2015+A1:2024, ISO 45001:2023+A1:2024, ISO 50001:2018+A1:2024
    • •ISO 9001 Clause 8.3 Design & Development is NOT APPLICABLE — Breheny builds to client-provided designs
    • •Proportionate application of procedures permitted by Contracts Manager, agreed with Head of ESG; justification recorded in project workspace
    • •IMS Index lists CP1: IMSM–CP6: SHEQ  and their purposes (front matter, p.2)
    From the source document(6 clauses)

    IMS IndexIntegrated Management System (IMS) Index

    CP1 – Integrated Management System Manual: Defines the scope, structure, leadership, governance and overarching framework of the Integrated Management System.

    CP2 – Systems Management - Corporate Governance: Defines the arrangements for risk and opportunity management, objectives, energy management, audits and management review.

    CP3 – Systems Management - Operational Control: Defines the arrangements for communication and consultation, document control, audits, incident reporting, investigation and management of nonconformities.

    CP4 – Pre-Contract: Defines the arrangements for tendering, pre-contract planning and identification of client, contractual and IMS requirements prior to commitment to work.

    CP5 – Contract / Project Delivery: Defines the arrangements for commercial and project delivery control, including planning, coordination and subcontractor management throughout the contract lifecycle.

    CP6 – SHEQ: Defines the operational controls for Safety, Health, Environment, Energy and Quality (SHEEQ), including inspections, procurement controls and emergency preparedness and response. Note: CP6 retains the legacy title “SHEQ”; however, it supports the full SHEEQ scope of the IMS and includes energy-related operational controls, with energy management governance and planning addressed through CP2 Section 3.0 – Energy Management.

    1.1Purpose of the Integrated Management System

    This document defines the scope, structure and key elements of Breheny Civil Engineering Ltd.’s Integrated Management System (IMS). Breheny’s IMS provides a consistent framework for managing Safety, Health, Environment, Energy, and Quality (SHEEQ) risks and opportunities, ensuring compliance with applicable legal and other requirements and supporting continual improvement in organisational performance (note: some legacy procedure titles may use “SHEQ”, however the IMS scope includes Energy and references to SHEEQ apply). The IMS also supports the consideration of wider sustainability, climate change and decarbonisation factors within business and project decision making, where relevant, through organisational policies, procedures, objectives and risk-based planning arrangements.

    1.2Scope of the Integrated Management System

    The scope of the IMS covers: Civil Engineering Construction activities, including associated project delivery, operational support functions, transportation activities and the occupied premises of the business. The scope of the energy management element of the IMS includes: Energy use associated with civil engineering and construction activities, transportation, plant and equipment, and the occupied premises of the business. The energy scope includes all energy uses, consumption and energy-related activities that can influence energy performance, including those identified through the energy review process and assessment of Significant Energy Uses (SEUs). The IMS applies to all projects, activities and operations undertaken by Breheny Civil Engineering Ltd., except where formally agreed otherwise in accordance with Company procedures and client requirements. While carbon, climate change and decarbonisation considerations are recognised as relevant external and strategic issues, carbon is managed through a PAS 2080 verified carbon management system that operates independently of the IMS. Interfaces between the IMS and the carbon management system are addressed through organisational policies, procedures, objectives and risk based planning arrangements, where relevant.

    1.3Applicability and Boundaries

    The IMS has been established and is maintained in accordance with the requirements of the following management system standards: • BS EN ISO 9001:2015 +A1:2024 – Quality Management Systems • BS EN ISO 14001:2015 +A1:2024 – Environmental Management Systems • BS EN ISO 45001:2023 +A1:2024 – Occupational Health and Safety Management Systems • BS EN ISO 50001:2018 +A1:2024 – Energy Management Systems • The boundaries and applicability of the IMS have been determined taking into account: • The nature of the Company’s activities and services; • Internal and external issues; • The needs and expectations of interested parties; • Applicable statutory, regulatory, contractual and industry requirements.

    1.4Non-Applicability of ISO 9001:2015 Clause 8.3 – Design and Development

    Breheny Civil Engineering Ltd. does not undertake the design or development of products or services within the scope of its Quality Management System. All construction works are delivered in accordance with client-provided designs, specifications and requirements, or designs produced by third-party designers appointed by the client. The Company’s activities relate to the planning, management and construction of works to those defined requirements. As such, the requirements of ISO 9001:2015 Clause 8.3 – Design and Development of Products and Services are determined to be not applicable to the scope of the IMS. This determination does not affect the Company’s responsibility to: • Review client requirements; • Verify design information for constructability; • Carry out inspections, measurements and checks to confirm that constructed works conform to approved drawings, specifications and quality plans; • Meet all applicable statutory, regulatory and contractual requirements. The non-applicability of Clause 8.3 has been considered in accordance with ISO9001 Clause 4.3 and does not compromise the Company’s ability to provide conforming products and services or to enhance customer satisfaction.

    1.5Applicability of Company Procedures

    The applicability and extent of relevant IMS requirements, Company Procedures and associated controls shall be determined on a risk and opportunity basis, taking account of the nature, scope, duration, complexity and location of the works, applicable legal and other requirements, client requirements, interfaces with other activities, and the potential SHEEQ, operational and commercial consequences of failure.

    Where works are of short duration or lower risk, the application of IMS requirements, procedures and controls may be implemented on a proportionate basis, provided this does not affect the organisation’s ability to achieve intended outcomes, fulfil compliance obligations, meet client and contractual requirements, ensure conformity of products and services, prevent injury and ill health, protect the environment, and support improvement in energy performance. The level of procedural and operational control shall be determined by the Contracts Manager based on assessed risks and opportunities and agreed with the Head of Environment, Social and Governance (ESG).

    For maintenance, framework or multiple-project arrangements, the Contracts Manager or Framework Manager shall determine the applicability and extent of relevant IMS requirements, procedures and controls, taking account of aggregated and project-specific risks and opportunities, with guidance sought from the Head of ESG where proportionate application, exceptions or uncertainty arise.

    Any proposed exemption or proportionate application of IMS requirements, procedures or controls shall be justified by the Contracts Manager or Framework Manager, and the justification shall be recorded and retained as documented information within the relevant project workspace.

  2. 2 Normative References

    Lists the management-system standards, supporting guidance, legislation and other requirements that the IMS is built on. The most current editions apply, and where documents conflict, statutory and regulatory requirements take precedence. Other client, contractual and industry obligations are tracked in the Company Legislative Register on the EDMS.

    Key points

    • •ISO 9001:2015+A1:2024 Quality; ISO 14001:2015+A1:2024 Environmental; ISO 45001:2023+A1:2024 OH&S; ISO 50001:2018+A1:2024 Energy
    • •Supporting: ISO 31000:2018 risk management; PAS 2080:2023 carbon management in buildings and infrastructure
    • •Key UK legislation: HSWA 1974; MHSWR 1999; CDM 2015; COSHH 2013; ESOS Regulations 2014
    • •Legislative Register on EDMS captures all other applicable statutory, regulatory, client, contractual and industry requirements
    • •Statutory and regulatory requirements take precedence when references conflict
    From the source document(4 clauses)

    2.1Management System Standards

    • BS EN ISO 9001:2015 +A1:2024 – Quality Management Systems – Requirements

    • BS EN ISO 14001:2015 +A1:2024 – Environmental Management Systems – Requirements with guidance for use • BS EN ISO 45001:2023 +A1:2024 – Occupational Health and Safety Management Systems – Requirements with guidance for use • BS EN ISO 50001:2018 +A1:2024 – Energy Management Systems – Requirements with guidance for use.

    2.2Supporting Standards and Guidance

    • ISO 31000:2018 – Risk management – Principles and guidelines • PAS 2080:2023 – Carbon management in buildings and infrastructure

    2.3Legislative and Regulatory Requirements

    • Health and Safety at Work etc. Act 1974 • Management of Health and Safety at Work Regulations 1999 • The Construction (Design and Management) Regulations 2015 • Control of Substances Hazardous to Health Regulations (COSHH) 2013 • Energy Savings Opportunity Scheme Regulations 2014

    2.4Other Applicable Requirements

    Applicable statutory, regulatory, client, contractual and industry requirements relevant to the Company’s activities, products and services, as identified and maintained within the Company Legislative Register and other compliance registers held on the Electronic Document Management System (EDMS).

    Where conflicts arise between referenced documents, statutory and regulatory requirements shall take precedence.

  3. 3 Terms & Definitions

    Provides a common, consistent set of terms, definitions and abbreviations used across the IMS so that everyone — from corporate to site teams — interprets the system the same way. Terms align with the relevant ISO standards (9001, 14001, 45001, 50001) and ISO 31000 for risk terminology.

    Key points

    • •Common dictionary for IMS terms across SHEEQ disciplines
    • •Aligned to ISO 9001, 14001, 45001 and 50001 vocabularies
    • •ISO 31000 terminology used for risk-management and risk-based thinking
    • •Used by everyone applying, auditing or reviewing the IMS
    From the source document(1 clause)

    3.0Terms & Definitions

    The terms and definitions contained within this section are intended to ensure a common and consistent understanding of key concepts across the organisation and to support the effective implementation, operation and continual improvement of the IMS.

    Term / Definition Abbreviation Accident An undesired event, which results in death, disease, injury, damage, or other losses. An element of an organization’s activities, products or services that can interact with the Aspect environment Systematic, independent and documented process for obtaining audit evidence and Audit evaluating it objectively to determine the extent to which audit criteria are fulfilled. Auditor A person who is in charge of carrying out an audit. Minor injuries such as “twisted back”, “pain in knee” etc. which are reported but do not Bumps & Scrapes require any treatment. Change (Management of Planned or unplanned modification that may affect objectives, risks or performance. Change) Communication Continual and iterative processes to provide, share or obtain information and engage and Consultation stakeholders regarding risk. Intentions, stance, and general guidelines of a company, as formally stated by top Company Policy management, including references to Quality, Safety, Environment and Energy. Compliance Legal requirements that an organisation has to comply with and other requirements that Obligations it has to or chooses to comply with. Conformity The fulfilment of a requirement.

    Context of the Combination of internal and external factors and conditions that can affect an Organisation organisation’s approach to its products, services and investments. Continual Recurring activity to enhance performance. Improvement A mechanism, process, procedure or action which seeks to reduce the likelihood and/or Controls consequence of a risk. An action aimed at eliminating the cause of a detected non-conformity or other Corrective Action undesirable situation. Customer A company or a person receiving a product. Customer Customer’s perception of the degree to which their expectations have been fulfilled Satisfaction Dangerous As specified in Schedule 2 of RIDDOR Occurrence Documented Information required to be controlled and maintained by the organisation and the medium Information on which it is contained Effectiveness Extent to which planned activities are realised and planned results achieved. Emergency Preparedness and Processes to prepare for and respond to potential emergency situations Response Energy Electricity, fuels, steam, heat, compressed air and other similar media. Energy Baseline Qualitative reference providing a basis for comparison of energy performance. (EnB) Energy Quantity of energy applied. Consumption Energy Systematic use of management and technology to improve an organisation’s energy Management performance. Energy Management A system to establish policies, objectives and processes to improve energy performance. System (EnMS) Energy Management Persons responsible for effective implementation of the EnMS Team Energy Performance Measure or unit of energy performance, as defined by the organisation. Indicator (EnPI) Analysis of energy efficiency, use and consumption leading to identification of Significant Energy Review Energy Uses and improvement opportunities. Fossil fuels and electricity used on sites, the systems and equipment by which they are Energy Services delivered and the associated end uses. Detailed and measurable energy performance requirement arising from an energy Energy Target objective. Energy Use Application of energy. Environmental Element of activities, products or services that can interact with the environment. Aspect Environmental Any change to the environment, whether adverse or beneficial, resulting from activities, Impact products or services.

                          •  A minor impact on the physical or biological environment (air, land, water or habitats)
                         with no significant or long-term impairment of ecosystem function or surface/ground
                         water resource; AND/OR
                      • An inconvenience/disturbance/disruption/annoyance (including odour, dust, noise,
                         traffic problem, loss of water supply) of short duration and with no long-term effect on
                         the community; AND/OR
                      • A release of material (gas, liquid, solid) or energy which has the potential to cause

    Environmental illness, injury or property damage to the public, or one which causes short-term Incident Level 1 discomfort or reversible health effect to the public; AND/OR • Minor repairable damage to commonplace structures of cultural significance, or minor infringement of cultural values; AND/OR • Instances where, for example water samples taken by or for the Regulator, or to check legal compliance, have been outside the permitted limits and/or a letter is issued by the Regulator; Repeated or continuous Level 1 incidents must be escalated to Level 2 if the cause is not rectified or the impact mitigated within an acceptable period of time. Environmental Part of the management system used to manage environmental aspects, fulfil Management compliance obligations and address risks and opportunities System (EMS) Environmental Measurable results of managing environmental aspects. Performance Essential Equipment required to be left permanently switched on for security, health and safety or Equipment communications reasons. Establishing the Defining external and internal parameters when managing risk and setting scope and Context criteria. An accident, which results in the death of any person arising out of, or in connection with Fatal Accident work. Treatment given by a qualified first aider or by the person himself or herself, e.g. washing First Aid Case a minor wound and using a plaster. Hazard A potential source of harm or adverse health effect. An event with clear potential for severe consequences (e.g. in other circumstances could High Potential have resulted in a fatality, major injury or extensive property damage.). Line Near Miss management, with assistance from the SHEQ Department will agree the incident classification and appropriate level of investigation. Outcome or consequence of an event affecting objectives, expressed qualitatively or Impact quantitatively. IMS Scope Set of activities addressed through the management system. Occurrence arising out of, or in the course of, work that could or does result in injury Incident and ill health Injury and Ill Adverse effect on the physical, mental or cognitive condition of a person. Health Integrated Management Management system integrating multiple standards into a single framework. System (IMS) Person or organisation that can affect, be affected by, or perceive themselves to be Interested Party affected by a decision or activity. Consecutive and interlinked stages of a product or service system from raw material to Life Cycle disposal. Likelihood Chance of something happening, including probability or frequency. Line Manager Person responsible for directly managing employees or teams. An accident, which results in a person being absent from work for one day or between Lost Time Injury one day and seven days. This does not include the day of the accident but includes all (LTI) other days including weekends and bank holidays

                            The term management is used to describe persons with delegated responsibility and

    Management authority for managing organisational activities. Top management is referenced separately where applicable, in line with ISO 9000:2015 terminology Management Set of interrelated elements used to establish policies, objectives and processes. System Measurement Process to determine a value. Treatment which would only be given by a trained medical professional such as a doctor, Medical Incident nurse or paramedic. This would include closure of a wound, prescription only drugs and medications etc. Precautionary examinations such as X-rays are not considered as MIs. If the injured person is unable to complete 90% of their normal duties the injury will be classified as a Lost Time Injury. If the injured person is able to complete >90% of their normal duties the injury should be classified as a Non-Lost Time Injury. Modified Work The key words are normal duties. This has been interpreted to mean that if an engineer Duties cuts their hand and cannot carry out very heavy work e.g. lifting heavy equipment, but can fulfil most of those regular duties e.g. checking machinery, lubrication, paper work, light lifting etc. the case is not an LTI and would be reported as the appropriate category of Non Lost Time Injury, i.e. they are still performing their regular duties as an engineer. Monitor To check, supervise or observe an activity or system on a regular basis. Monitoring Determining status of a system or analysing data to identify trends. A near miss is an unsafe act or unsafe condition which in other circumstances could have Near-Miss resulted in an injury, environmental impact or property damage. Non-Conformity The non-fulfilment of a requirement. Non-Lost Time An accident which may result in injury and / or in a person being absent from work for Injury (NLTI) less than one day. Objective Result to be achieved. OH&S Management Part of the management system used to manage OH&S risks and opportunities. System (OHSMS) OH&S Opportunity Circumstances that can lead to improvement in OH&S performance. OHSAS Occupational Health and Safety Assessment Series. Operational Risk Short-term risks relating to day-to-day delivery of activities and objectives. Circumstances that can lead to a beneficial outcome or improvement in achieving Opportunity objectives Person or group with defined responsibilities and authorities to achieve objectives Organisation (Breheny and subsidiaries). Outsourced A process performed by an external party that remains under the organisation’s Process responsibility for conformity. An accident, which results in a person being, absent from work for more than seven Over 7-Day consecutive days, but is not a Major Injury. This does not include the day of the Absence Injury accident but includes all other days including weekends and bank holidays Participation Involvement of workers in decision-making related to the OH&S management system Performance Measurable management results. Planning Activity of setting objectives and specifying processes and resources. Pollution Practices aimed at avoiding or reducing pollution and environmental impacts. Prevention Process Set of interrelated activities that transform inputs into outputs. Product Result of a process. Project Risk Risks relating to delivery of project objectives within a defined timeframe. Quality Control Part of quality management focused on fulfilling quality requirements. Quality Part of the management system focused on directing and controlling an organisation with Management regard to quality. System (QMS) Recording Documenting dated meter readings and identifying the individual taking the reading.

    Reportable An accident which has to be reported to the enforcing authorities, as required by the Accident Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2012 (RIDDOR) Any diseases listed in Schedule 3 of RIDDOR which involves a current work-related Reportable activity associated with the industrial disease and has been diagnosed in writing by a Industrial Disease registered medical practitioner Residual Risk Remaining level of risk after treatment actions are implemented. Rating Risk Effect of uncertainty on objectives, measured in terms of consequence and likelihood. Risk Acceptance Informed decision to take a particular risk. Risk Appetite Amount and type of risk an organisation is willing to pursue or retain. Risk Assessment Overall process of risk identification, analysis and evaluation. Risk Attitude Organisation’s approach to assess and pursue, retain, take or avoid risk Risk Avoidance Decision not to be involved in an activity to avoid exposure to risk. Risk Categories Groupings used to classify similar risks or opportunities. Risk Criteria Terms of reference against which risk significance is evaluated. Risk Description Structured statement of risk including impact, cause and context. Risk Evaluation Comparing analysis results with criteria to determine acceptability. Risk Identification Systematic process to identify risk sources, causes and impacts. Risk Management Coordinated activities to direct and control an organisation with regard to risk. Risk Management Set of components that provide the foundations and organisational arrangements for Framework managing risk. Risk Management Systematic application of policies and practices to communicate, consult, establish Process context, assess treat, monitor and review risk. Risk Matrix Tool for ranking and displaying risks by consequence and likelihood. Risk Owner Person accountable and authorised to manage a risk. Risk Profile Written description of a set of risks, typically held in a risk register. Risk Register Dynamic record of assessed risks used to prioritise controls and improvements. Risk Source Origin from which a risk is identified (e.g. audit, incident, inspection). Risk Tolerance Readiness to bear risk after treatment in order to achieve objectives. RTIs are those injuries incurred whist making a journey on a public highway (road). Normal travel to and from work is excluded i.e. “home to office or base”. Road Traffic Should there be any doubt regarding the classification of a RTI the SHEQ Department Injuries (RTI) should be contacted for further advice. Some RTIs are reportable under RIDDOR. Contact the SHEQ Department for advice ROMP Risk and Opportunity Management Plan. The underlying cause or causes that lead to an incident’s occurrence. For example, an employee may trip over a hosepipe that’s been left across the floor; this is the “cause” of the incident. The “root cause” is the true underlying reason why the hosepipe was left on the floor. In some cases, there may be more than one ‘root cause’ why the incident Root cause: occurred therefore consideration must be given to this when undertaking an investigation. A recognised methodology is often applied to establish the root cause(s) of an incident; this may require training to a recognised proficiency for individuals identified to carry out this exercise. Any Incident or event that has caused damage to plant, equipment, premises, or Serious Event infrastructure Service Output involving at least one activity between the organisation and the customer. Damage to underground utilities: • Electricity • Gas Service Strike • Water • Telecoms: BT/Fibre Optic • Cable TV/CCTV

                                 •         Drainage: Storm/Foul
                             •         Oil Pipelines
                             •         Overhead Services

    Significant Energy Energy use with substantial consumption or improvement potential. Use (SEU) Significant Environmental Environmental aspect that has or can have a significant environmental impact. Aspect Specified Injury Any injury or condition specified in Schedule 1 of RIDDOR Person or organisation that can affect, be affected by, or perceive themselves to be Stakeholder affected by a decision or activity. Strategic Risk Long-term risk impacting achievement of strategic objectives. Person or group directing and controlling the organisation at the highest level. Within Breheny, Top Management comprises the Joint Managing Directors, Contracts Top Management Director, Regional Commercial Directors and Estimating Directors. Where the term “Director(s)” is used in the IMS, it refers to the members of Top Management as defined above. Treatment Actions implemented to reduce likelihood and/or consequence of risk. Uncertainty Deficiency of information or knowledge about an event or its consequences. Workers Persons performing work-related activities under the organisation’s control. Where referenced, ISO 31000 terminology is used to support the organisation’s approach to risk management and risk-based thinking across the Integrated Management System.

  4. 4 Context of the Organisation

    Sets out how Breheny understands the world it operates in and who it must satisfy. Internal and external issues are identified and reviewed (SWOT / STEEPLE), including climate change, energy and carbon factors. The needs and expectations of interested parties (clients, employees, regulators, suppliers, community, etc.) are determined, and the scope of the IMS and its core processes are defined accordingly.

    Key points

    • •Internal/external issues reviewed via SWOT and STEEPLE analyses — output feeds risk and opportunity planning
    • •Climate change, energy use and carbon explicitly considered as context issues
    • •Needs and expectations of interested parties captured and reviewed
    • •IMS scope determined from context, interested parties, products/services, and statutory/regulatory boundaries
    • •IMS and its processes — inputs, outputs, sequence, interactions and controls — documented and maintained
    From the source document(6 clauses)

    4.1Understanding the Organisation and its context

    Breheny Civil Engineering Ltd has determined and continually reviews the internal and external issues that are relevant to its purpose, strategic direction and ability to achieve the intended outcomes of its Integrated Management System (IMS).

    The IMS is designed to provide a structured framework for the management of Safety, Health, Environment, Energy, and Quality (SHEEQ) risks and opportunities arising from the Company’s civil engineering construction activities and associated operational support functions.

    Organisational context

    Breheny Civil Engineering Ltd is a multi-discipline civil engineering contractor operating across a range of infrastructure and construction sectors. The Company operates from multiple offices and depots and delivers projects for public and private sector clients, with a significant proportion of work derived from long-term client relationships. The Company’s strategic direction is underpinned by a commitment to:

    • The protection of the health, safety and wellbeing of workers and others; • The prevention of pollution and reduction of environmental impacts; • The efficient use of energy and reduction of carbon emissions; • The consistent delivery of quality outcomes that meet client and regulatory requirements; • Continual improvement in SHEEQ performance.

    4.1.1Internal and external issues

    The Company has identified and evaluated internal and external issues that may affect the IMS and its intended outcomes. These issues are reviewed by Top Management and are used to inform strategic decision-making and the planning of the IMS.

    To support this evaluation, Breheny undertakes structured SWOT (Strengths, Weaknesses,
Opportunities and Threats) and STEEPLE (Social, Technological, Economic, Environmental, Political,
Legal and Ethical) analyses. These analyses consider factors including, but not limited to:

•   Workforce capability, competence and succession;
•   Market conditions, client expectations and competitive pressures;
•   Supply chain resilience and labour availability;
•   Legislative and regulatory change;
•   Technological development and digital capability;
•   Environmental constraints and climate-related risks.
A SWOT analysis is used to identify internal and external issues that may affect the Breheny and the
intended outcomes of the Integrated Management System.





    SWOT Analysis
    Strengths                                                                                      Weaknesses
                                                                                            •      Over reliance on a limited number of clients/sectors
                                                                                            •      Ageing workforce creating succession and skills
•    Skilled, experienced and committed workforce.                                                 continuity challenges
•    Good health and safety performance and safety culture.
                                                                                            •      Exposure to labour shortages and reliance on
•    In‑house plant and equipment capability.
                                                                                                   specialist skills
•    Strong reputation for quality, professionalism and
     reliable delivery                                                                      •      Restricted supply chain in key disciplines.
•    Established Relationships with key clients.                                            •      Regional teams being overstretched during periods of
•    Competitive and capable supply chain.                                                         peak workload.
•    Strong financial position.                                                             •      Ability to manage new work types.
•    Robust risk management processes.                                                      •      Change management pressures associated with
                                                                                                   implementing new processes, procedures and
•    Developing younger employees to provide long-term
                                                                                                   technologies.
     skills continuity.
                                                                                            •      Inconsistent information sharing and collaboration
•    PAS 2080 verified
                                                                                                   across teams.

Opportunities                                                                                      Threats
                                                                                     •      Economic volatility and inflationary pressure, including rising
                                                                                            costs of labour, materials, energy and finance, impacting
                                                                                            margins and project viability.
                                                                                     •      Market confidence affected by continued political and global
                                                                                            uncertainty, influencing investment decisions, workload
                                                                                            stability and client behaviour.

    • Continued reasonable demand for large scale residential • Climate change and energy security impacts, including infrastructure, due to the general housing shortage. extreme weather disruption, energy price volatility and • Draw down effect from major nuclear, rail and trunk road increased resilience expectations from clients. infrastructure projects. • Shortage of skilled people and sustained upward pressure • Major highways frameworks coming up for renewal in key on wages, affecting delivery capability, cost base and operating areas. succession planning. • Major investment in local transport infrastructure, such as • Volatility within the supply chain, including subcontractor failure or insolvency risk in uncertain economic conditions. the Oxford to Cambridge Corridor. • Global interest rates and increased cost of borrowing, • Reduced competition, due to business failures and market impacting cashflow, investment decisions and project consolidation amongst other contractors. financing. • Government investment in the national transport • Competition from contractors willing to under‑price work or infrastructure. move into the Company’s core markets, increasing • Flood defences remaining an issue of national importance. commercial risk and margin erosion. • Procurement bodies shifting their focus away from large • Reduced public sector maintenance and infrastructure contractors. budgets, limiting available work and increasing competition for funded programmes. • Increase work types with existing clients by offering multi- disciplined services through our group business. • Future decarbonisation and climate‑related legislation, increasing compliance, reporting and delivery costs if not • Form relationships with new clients through large scale effectively mitigated. residential market and local government organisations • Change in government policy, affecting infrastructure • Provide an attractive alternative to national contractors on priorities, procurement requirements and funding larger/technically challenging projects. mechanisms • Being involved in projects earlier, through negotiation and • Client failure, including insolvency or inability to meet value engineering. payment obligations, impacting cashflow and project • Negotiate better terms of engagement with clients and delivery. supply chain. • Extended pre‑construction and procurement lead times, • Maintain workload by working in collaboration/ conjunction driven by market conditions and client approval processes, with other contractors delaying start dates and increasing cost exposure. • Improving the Company portfolio to provide a gateway to • Subcontractor failure or insolvency risk, particularly among better tender lists and attract top talent. smaller or specialist suppliers operating in volatile economic • To reduce costs and increase efficiency by modernising and conditions. rationalising the plant fleet • Impact of climate change on the supply chain, affecting • Decarbonisation opportunities availability, cost and reliability of materials, plant and • Becoming a carbon focused organisation and gaining a specialist services competitive advantage. • Increased cyber security threat landscape affecting construction and infrastructure organisations, with potential impacts on operational continuity, data integrity and reputation. • Increased regulatory enforcement and financial penalties for health and safety non-compliance.

    A STEEPLE analysis is used to identify external social, technological, economic, environmental,
political, legal and ethical factors relevant to Breheny and its IMS.

 STEEPLE Analysis

                          •      Ageing workforce creating succession, training and recruitment challenges;
                          •      Labour shortages increasing wage pressure across engineering and construction.
                          •      Reliance on Labour Only Subcontractors (LOSC) consisting mainly of migrant workers;
                                 uncertainty on status of EU citizens and migrants from non-EU countries;
 Socio-cultural
                          •      Cultural differences/language barrier;
                          •      Reputation of company in society;
                          •      Loss of key personnel
                          •      Increasing societal expectations for sustainability, carbon reduction and community impact
                          •      Impact of emerging technologies;
                          •      New/innovative products/services from competitors;
 Technological
                          •      New/innovative products/services from supply chain partners;
                          •      Willingness to use a CDE to communicate with Clients.


                          •      Growth, inflation, interest rates;
                          •      Change in economy;
                          •      Fluctuation in value of GBP;
 Economic                 •      Rising costs of energy, materials and services;
                          •      Competitor pricing;
                          •      Supply chain failure;
                          •      Inflationary pressure on wages.

                          •      Weather-related risks disrupting programme delivery and increasing cost;
                          •      Impact of climate change;
                          •      Energy Security, consumption and cost;
                          •      Use of raw materials;
 Environment              •      CO2 emissions - Net Zero 2050 policies driving carbon measurement and reduction
                                 expectations.;
                          •      Disposal of waste, recycling
                          •      Circular economy expectations, including material efficiency, reuse, recovery, and design for
                                 reduced whole-life environmental impact.
                          •      Global uncertainty;
                          •      Change of government/policy;
 Political                •      Provision/withdrawal of funding for infrastructure projects
                          •      Public sector procurement policy changes, including policy; led requirements relating to
                                 sustainability, carbon reduction, social value and environmental performance
                          •      Compliance/new/changes to OH&S legislation;
                          •      Compliance new/changes to environmental legislation;
 Legal
                          •      Compliance new/changes to employment legislation;
                          •      Legal action against Breheny.

                          •      Eliminating unsafe working conditions;
                          •      Avoiding processes and products that jeopardize the safety of the employees and public;
                          •      Ethical business conduct expectations, including fair treatment of workers, responsible labour
                                 practices and ethical behaviour within the supply chain;
 Ethical                  •      Ethically sourced raw materials;
                          •      Waste product utilisation and recycling;
                          •      Bribery & corruption;
                          •      Ensuring employee wellbeing;
                          •      Fraud.

The outputs from the SWOT and STEEPLE analyses are reviewed by Top Management and are used to inform
the organisation’s strategic direction as defined in the annual Business Plan.

    4.1.2Climate change, energy and carbon considerations

    Breheny recognises climate change, energy security and decarbonisation as significant external issues that may affect Breheny’s long-term resilience, operational performance and ability to meet the needs and expectations of interested parties. Key contextual considerations include:

    • The impact of climate change on weather patterns, programme delivery and supply chain reliability; • Energy availability, volatility of energy costs and security of supply; • Increasing regulatory, client and societal expectations for carbon measurement, reduction and Net Zero alignment; • The need to embed whole-life carbon and energy considerations into business and project decision-making. These issues are reviewed as part of the organisation’s context and are considered when determining risks and opportunities, objectives and operational controls within the IMS.

    4.2Understanding the needs and expectations of interested parties

    Breheny has identified the interested parties that are relevant to the IMS and has determined their needs and expectations that are applicable to its activities, products and services. Interested parties include, but are not limited to:

        •        Clients and customers;
    •        Workers and their representatives;
    •        Regulators and enforcement authorities;
    •        Certification bodies;
    •        Supply chain partners and subcontractors;
    •        Insurers and financial stakeholders;
    •        Local communities and neighbours;
    •        Non-governmental and industry bodies.
    The needs and expectations of these interested parties are identified, reviewed and maintained by
    Breheny, and are considered when establishing the scope of the IMS, determining compliance
    obligations, and planning actions to address risks and opportunities.





       Interested Party:                                            Needs:                                                            Expectations:
                                                                                                                        Breheny to be able to honour any

    Bank, Credit agencies and finance Compliance financial commitments, financial commitments that the companies payment in accordance with terms. company has in line with the applicable compliance requirements. Maintenance of ISO management Systems. Continued internal audits & Certification body Compliance with ISO standards. management reviews. Demonstrable continuous improvement. Payment in accordance with terms. On time. On budget. Clients Certainty of delivery – good value. Right quality. Safe. Decarbonisation of projects Competitive advantage over Breheny, Competitors Industry sector to remain competitive. to see Breheny fail. To increase profit, to reinvest in business, to see Breheny grow and Breheny to be profitable and market Senior Directors develop its people and services. share to grow. Development and retention Increase organisational knowledge. of staff. Consultation, Communications and representation via regional and Project SHEEQ committees. Require effective communication and Good working practices. consultation, job continuity, fair wage, Protection from reprisals when Workers safe working environment and reporting incidents, hazards, risk and opportunity to develop. opportunities. Payment in accordance with contract. Training to meet needs of job and for opportunity to develop. Company complies with legislation. HSE and EA monitor performance and Compliance with applicable legislation prosecute if found to infringe Government (e.g. Environment Agency, HSE). Decarbonisation – Net Zero by 2050. Energy efficiency and energy performance improvement Compliance with financial Notification of any discrepancies or HMRC requirements. mistakes. Make no or little claims. Compliance with policy requirements, Maintain prompt payment. Insurers hold insurances applicable to level of Have effective risk management and risk. mitigation in place. Communication in the event of a disaster or significant incident. Media News stories to interest their readers. Positive reporting of success – use of social media, web, local newspapers, trade journals. Minimal noise, dust and disturbance. Good standard of housekeeping to be Lives not to be affected by Breheny maintained. Neighbours operations. Effective communication as to how Breheny projects and actives may impact upon them. Non-Governmental Organisations Compliance with voluntary principals • Industry watchdog groups; Breheny to meet obligations. or Codes of Practice and • Charity organizations. environmental commitments. Compliance with Legal & ISO No breaches of legislation & Regulators requirements. maintenance of ISO standards. Suppliers Clear instructions. Payment within terms.

                                                     Continued support and business.                                   Maintenance      of     professional
                                                                                                                   relationship and fair opportunity for
                                                                                                                   repeat business.
                                                                                                                   Opportunity to supply low carbon
                                                                                                                   goods and services.

    4.3Determining the scope of the Integrated Management System

    The scope of the Integrated Management System has been determined by taking into account: • The nature of Breheny’s activities, products and services; • The internal and external issues identified under Clause 4.1; • The needs and expectations of interested parties identified under Clause 4.2; • Applicable statutory, regulatory, contractual and other requirements. The scope and boundaries of the IMS, including any justified non applicability of requirements, are defined in Clause 1 – Scope of this manual.

    4.4Integrated Management System and its processes

    The Company has established, implemented, maintains and continually improves an Integrated Management System in accordance with the requirements of ISO 9001, ISO 14001, ISO 45001 and ISO 50001. The IMS comprises interrelated processes that operate using a process-based approach and are aligned to the Plan Do Check Act (PDCA) cycle. These processes are designed to: • Manage SHEEQ risks and opportunities; • Ensure compliance with legal and other requirements; • Support the achievement of policy commitments and objectives; • Drive continual improvement in performance. The interaction and application of these processes are defined through the Company’s core procedures (CP2 to CP6), standards and guidance documents which collectively support the effective operation and control of the IMS.

                                                 Figure 1 Plan Do Check Act (PDCA) cycle

  5. 5 Leadership

    Defines how top management lead the IMS. The Chairman and Joint Managing Directors take ultimate accountability for SHEEQ performance, set and communicate the integrated policy, provide resources, and ensure the IMS achieves its intended outcomes. Roles, responsibilities and authorities are assigned and communicated across the organisation, with named owners for energy performance and management-system effectiveness.

    Key points

    • •Top management demonstrate leadership and commitment to the IMS and its intended outcomes
    • •Integrated SHEEQ Policy approved by top management, communicated internally and made available to interested parties
    • •Policy commits to compliance, prevention of injury and ill health, environmental protection, energy performance improvement and continual improvement
    • •Roles, responsibilities and authorities assigned, communicated and understood — including Energy Management Team
    • •Detailed roles defined in CP1: IMSM organisational chart and supporting CPs (CP2: Corporate Governance governance, CP3: Operational Control operational control, CP6: SHEQ  SHEQ)
    From the source document(3 clauses)

    5.1Leadership and commitment

    Top management demonstrates leadership and commitment to the Integrated Management System (IMS) by taking overall accountability for its effectiveness and ensuring that the IMS achieves its intended outcomes across Safety, Health, Environment, Energy, Quality. Top management ensures that customer and applicable statutory and regulatory requirements are determined, understood and consistently met, and that risks and opportunities affecting conformity of products and services and customer satisfaction are addressed through the Integrated Management System. Top management also ensures that carbon and decarbonisation considerations are addressed through a PAS 2080 verified carbon management system that operates independently of the IMS, with defined interfaces where relevant. Top management ensures that:

    • The IMS is aligned with the organisation’s strategic direction, taking account of the internal and external issues identified in Clause 4.1; • The needs and expectations of interested parties identified in Clause 4.2 are considered when establishing and operating the IMS; • Risks and opportunities affecting the IMS are determined and addressed through the planning arrangements defined in Clause 6; • The IMS requirements are integrated into business processes and decision-making;

    • Sufficient resources are provided to establish, implement, maintain and continually improve the IMS (refer Clause 7.1); • Information and resources necessary to achieve energy objectives and targets, and to improve energy performance, are made available (refer Clause 7.1 and CP2 Section 3.0 Energy Management); • The importance of effective SHEEQ management and conformity with IMS requirements is communicated throughout the organisation; • Continual improvement of the IMS is promoted and supported in accordance with Clause 10. Top management also ensures that consideration is given to the relevance of climate change, energy performance, energy security and decarbonisation to the organisation and to relevant interested parties, as identified in Clause 4.1, and that these considerations are reflected in IMS planning and operational controls. For occupational health and safety, top management takes overall responsibility and accountability for the prevention of work-related injury and ill health and for the provision of safe and healthy workplaces. Active participation and consultation of workers is supported in accordance with ISO 45001 Clause 5.4 and implemented through the organisation’s communication and consultation arrangements (refer Clause 7.4 and CP3 Section 2.0 – Communication and Consultation).

    5.2Policy

    Top management has established and maintains documented policy statements that provide the overall direction and framework for the IMS. These include:

    • Health and Safety Policy; • Quality Policy; • Environmental Management Policy; • Decarbonisation Policy. The policies:

    • Are appropriate to the purpose, size and context of the organisation, as described in Clause 4; • Provide a framework for setting objectives and targets (refer Clause 6.2); • Include commitments to compliance with applicable legal and other requirements; • Include commitments to the prevention of injury and ill health, protection of the environment, improvement of energy performance, delivery of quality outcomes, and continual improvement of the IMS. Breheny operates a single Decarbonisation Policy, which constitutes the Energy Policy for the purposes of ISO 50001. The policy includes commitments to the continual improvement of energy performance, compliance with applicable energy‑related requirements, the provision of information and resources to achieve energy objectives, and the consideration of energy performance in procurement and operational decision‑making. It is fully integrated within the IMS and aligned with environmental and climate‑related objectives. The policies are reviewed at least annually as part of the management review process (refer Clause 9.3) to ensure their continuing suitability, adequacy and effectiveness. The policies are communicated, understood and applied within the organisation and are made available to relevant interested parties as appropriate through the Company’s Electronic Document Management System (EDMS) and other communication channels.

    5.3Organisational roles, responsibilities and authorities

    Top management ensures that organisational roles, responsibilities and authorities relevant to the IMS are defined, assigned, communicated and understood within the organisation. Overall accountability for the IMS within Breheny rests with Top Management. The Joint Managing Directors have overall responsibility for the IMS and are supported by the Head of Environment, Social and Governance (ESG). The Head of ESG is responsible for:

    • Ensuring that the IMS conforms to the requirements of ISO 9001, ISO 14001, ISO 45001 and ISO 50001; • Reporting on IMS performance, including SHEQ and energy performance, to Top Management; • Supporting the identification of improvement opportunities and the setting of objectives. Detailed roles and responsibilities are defined within Company Standards and Guidance documents and supporting procedures, including organisational charts and role descriptions, which are maintained as documented information in accordance with Clause 7.5. Responsibility and authority for the implementation of IMS requirements at operational and project level are further defined within the relevant Company Procedures referenced under Clause 8 (Operation).

                                                                                                      Chairman




                                                                                 Joint Managing              Joint Managing
                                                                                     Director                    Director




Estimating                               Commercial             Contracts                                                                                                   Training   Company
                                                                                                                                            Head of ESG
 Directors                                Directors              Director                                                                                                   Manager    Secretary




                                                                                                   Business
Estimating                 Commercial                          Construction                                                     Buying                         SHEQ         Training    Accounts
                                                                                                  Development                                               Group Head of
Department                 Department                          Department                                                     Department                     Department                Department
                                                                                                  Department                                                   SHEQ




                                                               Engineering
                                          Bid Team
                                                               Department
                                         Department
                                                               Department




                                                                 Land
                                          Planning                                     IT                         Plant                    Administration
                                                               Surveying
                                         Department                                Department                   Department                  Department
                                                               Department




                                                              Figure 2 Organisational Chart

  6. 6 Planning

    Covers how the IMS plans for what could go right or wrong. Risks and opportunities, environmental aspects, OH&S hazards and compliance obligations are identified, evaluated and acted on through CP2: Corporate Governance Risk Management, CP6: SHEQ  SHEQ and Standards & Guidance 032. SHEEQ objectives are set at relevant functions and levels, with action plans, responsibilities, resources and review points; planned changes to the IMS are managed in a controlled way.

    Key points

    • •Risks and opportunities identified per CP2: Corporate Governance Section 2.0 Corporate Risk and Opportunity Management
    • •Environmental aspects evaluated for significance (lifecycle perspective) — controls applied via CP6: SHEQ  and operational procedures
    • •OH&S hazards identified, assessed and controlled per CP6: SHEQ  SHEQ and Standards & Guidance 032
    • •Compliance obligations (legal and other) maintained on EDMS Legislative Register and evaluated periodically (see 9.1.1)
    • •SHEEQ objectives are measurable, monitored, communicated and updated; action plans define what/who/when/resources/evaluation
    • •Planned changes to the IMS managed in a controlled manner with consideration of purpose, consequences, integrity, resources and responsibilities
    From the source document(7 clauses)

    6.1Actions to address risks and opportunities

    See sub-sections below.

    6.1.1The organisation plans actions to address risks and opportunities in order to ensure that the

    Integrated Management System (IMS) can achieve its intended outcomes, prevent or reduce undesired effects, and drive continual improvement of SHEEQ performance.

    Risks and opportunities are identified in accordance with the organisation’s risk management arrangements defined in CP2 Section 2.0 Corporate Risk and Opportunity Management, taking account of: • The internal and external issues identified in Clause 4.1; • The needs and expectations of interested parties identified in Clause 4.2; • Applicable compliance obligations;

    • The nature of the organisation’s activities, products and services. Risk identification and assessment are undertaken at both corporate and project levels. The outputs of this process are recorded and managed using: • Corporate risk registers, and • Project level Risk and Opportunity Management Plans (ROMPs) Which provide a structured means of documenting risks, opportunities, controls and planned actions. These registers and ROMPs are maintained as documented information in accordance with Clause 7.5. Breheny applies risk-based thinking across all IMS disciplines to ensure that actions taken to address risks and opportunities are proportionate to their potential impact on:

    • Health and safety of workers and others; • Environmental protection and pollution prevention; • Energy performance and energy use; • Product and service conformity; • Customer satisfaction and business continuity. Actions to address risks and opportunities are integrated into operational planning and controls as described in Clause 8, and their effectiveness is reviewed through monitoring, audit and management review in accordance with Clause 9.

    6.1.2Environmental aspects

    The organisation identifies the environmental aspects of its activities, products and services that it can control or influence, considering a life cycle perspective. Significant environmental aspects and associated impacts are determined through a structured assessment process. This process considers normal, abnormal and emergency operating conditions and is defined within the relevant Company Standards and Guidance referenced under Clause 8.1. The outcomes of environmental aspect evaluations are considered when determining risks, opportunities and operational controls. The process is outlined in Standards & Guidance 031 – Aspects and Impacts.

    6.1.3Occupational Health & Safety (OH&S) hazards

    The organisation identifies hazards and assesses occupational health and safety risks and opportunities associated with its activities, workplaces and work practices. Hazard identification and risk assessment are undertaken in accordance with Company SHEEQ Procedures defined in CP2 Section 2.0 Risk Management, CP6 SHEQ and Standards & Guidance 032 Hazard Identification and Risk Assessment and implemented through operational controls referenced under Clause 8.1. Where hazards cannot be eliminated, controls are implemented to reduce risks to as low as is reasonably practicable.

    6.1.4Compliance obligations

    The organisation identifies and has access to applicable legal and other requirements relating to Safety, Health, Environment, Energy, and Quality that are relevant to its activities, products and services. A Legislative Register is maintained as documented information and is reviewed periodically to ensure it remains current. Compliance obligations are considered when identifying risks and opportunities, setting objectives and establishing operational controls. The evaluation of compliance is addressed under Clause 9.1.

    6.2Objectives and planning to achieve them

    Top management establishes measurable SHEQ and energy objectives at relevant functions and levels within the organisation. Objectives are consistent with: • The IMS policies (refer Clause 5.2); • The organisation’s strategic direction; • Identified risks and opportunities recorded within risk registers and ROMPs; • Compliance obligations; • Significant environmental aspects, OH&S risks and Significant Energy Uses (SEUs); • Opportunities for carbon reduction and energy performance improvement. When planning to achieve objectives, the organisation determines: • What will be achieved; • What resources will be required; • Who will be responsible; • Timescales for completion; • How effectiveness will be evaluated. Objectives, targets and associated action plans are documented and monitored through Key Performance Indicators (KPIs). Progress is reviewed through monitoring, internal audit and management review in accordance with Clause 9.

    Where objectives are not achieved, appropriate corrective actions shall be identified, implemented and reviewed to support continual improvement.

    6.3Planning of changes

    The organisation ensures that changes to the Integrated Management System (IMS), including planned and unplanned changes, are identified, assessed and implemented in a controlled manner to maintain the integrity, effectiveness and intended outcomes of the IMS.

    When planning and implementing changes, the organisation shall consider:

    • The purpose of the change and its potential consequences; • The impact of the change on the effectiveness and integrity of the IMS; • The identification of new or changed risks and opportunities; • Impacts on occupational health and safety hazards and risks, environmental aspects and impacts, energy performance and Significant Energy Uses (SEUs); • Impacts on emergency preparedness and response arrangements; • Compliance with applicable legal and other requirements; • The availability of resources, including competent personnel;

    • The allocation or reallocation of roles, responsibilities and authorities. Where changes may affect workers, contractors or other persons working under the organisation’s control, consultation and participation shall be undertaken in accordance with CP3 Section 2.0 – Communication and Consultation, particularly in relation to occupational health and safety matters. Changes are managed using a proportionate, risk-based approach appropriate to the nature and significance of the change. Risks, opportunities, controls and required actions arising from changes are recorded and managed through corporate risk registers and/or project‑level Risk and Opportunity Management Plans (ROMPs), which are maintained as documented information in accordance with Clause 7.5. Changes that may have a significant impact on SHEQ performance, energy performance or compliance obligations are reviewed and approved by Top Management prior to implementation. Relevant documented information, including procedures, risk registers and ROMPs, is updated as necessary to reflect approved changes. The effectiveness of implemented changes is verified through monitoring, internal audit and management review in accordance with Clause 9.

  7. 7 Support

    Sets out the support arrangements that make the IMS work in practice: people, competence, awareness, communication and documented information. Resources (human, infrastructure, environmental, monitoring/measurement) are made available, including those affecting energy performance. Competence is assured through training and records; awareness is built across the workforce; communication is managed per CP3: Operational Control Section 2.0; and documented information is created, updated and controlled to maintain integrity and accessibility.

    Key points

    • •Resources include people, infrastructure, work environment, monitoring & measurement, and resources affecting energy performance (Clause 7.1 + CP2: Corporate Governance Section 3.0)
    • •Competence assured by training, qualifications and experience — records retained as documented information
    • •Awareness of policy, objectives, individual contribution and consequences of nonconformity communicated to all workers
    • •Internal and external communication arrangements per CP3: Operational Control Section 2.0 — Communication and Consultation
    • •Documented information: created and updated with identification, format, review and approval controls
    • •Control of documented information — distribution, access, retrieval, storage, version control, retention and disposition per CP3: Operational Control Section 3.0 Document and Drawing Control
    From the source document(8 clauses)

    7.1Resources

    The organisation determines and provides the resources necessary to establish, implement, maintain and continually improve the effectiveness of the Integrated Management System (IMS). Organisational knowledge necessary for the operation of processes and for achieving conformity of products and services is determined, maintained and made available by Breheny. The outputs of management review include decisions through documented information and competence arrangements supporting the IMS. Resources include, but are not limited to:

    • Competent personnel with appropriate skills, knowledge and experience; • Infrastructure, plant, equipment and facilities; • Information and communication technologies; • Financial resources; • Energy related resources required to support effective energy management. Resource requirements are determined through planning activities described in Clause 6, operational needs defined in Clause 8, and through the management review process described in Clause 9.3.

    7.2Competence

    The organisation ensures that individuals performing work under its control which may impact SHEEQ performance are competent, based on relevant education, training, or experience.

    The organisation:

    • Determines the competence requirements for roles that can impact the IMS; • Ensures that persons are competent to perform their assigned tasks; • Takes actions to acquire and maintain necessary competence, where required; • Retains appropriate documented information as evidence of competence. Processes for identifying training needs, delivering training and evaluating training effectiveness are defined within CP6 – SHEQ, and are informed by the SHEEQ risks and opportunities identified in CP2 Section 2.0 Risk Management and Clause 6.1 – Actions to address risks and opportunities.

    7.3Awareness

    The organisation ensures that persons working under its control are aware of:

    • The IMS policies defined in Clause 5.2; • Their contribution to the effectiveness of the IMS; • The benefits of improved SHEEQ performance; • The implications of not conforming to IMS requirements; • Relevant risks, controls and emergency arrangements applicable to their work. Awareness is achieved through training, induction, toolbox talks, briefings, communications and other engagement mechanisms defined within Company Procedures referenced under Clause 8.

    7.4Communication

    The organisation determines the internal and external communications relevant to the IMS, including:

    • What it will communicate; • When to communicate; • With whom to communicate; • How communication will be carried out; • Who will communicate. Internal communication ensures that relevant information regarding the IMS, including performance, risks, incidents, non-conformities and improvement actions, is shared across appropriate levels and functions. External communication addresses engagement with clients, regulators, supply chain partners, certification bodies and other interested parties identified in Clause 4.2. Processes for communication and consultation, including worker consultation and participation in relation to occupational health and safety, are defined within CP3 Section 2.0 – Communication and Consultation.

    7.5Documented information

    See sub-sections below.

    7.5.1General

    The IMS includes documented information required by applicable ISO standards and documented information determined by the organisation as being necessary for the effectiveness of the IMS. Documented information includes policies, procedures, standards & guidance documents, records and other information maintained within the Company’s Electronic Document Management System (EDMS).

    7.5.2Creating and updating

    • When creating and updating documented information, the organisation ensures appropriate: o Identification and description (e.g. title, reference number, version); o Format and media; o Review and approval for suitability and adequacy.

    7.5.3Control of documented information

    Documented information required by the IMS is controlled to ensure that it:

    • Is available and suitable for use where and when it is needed;

    • Is adequately protected from loss of confidentiality, improper use or loss of integrity. Controls for documented information include distribution, access, retrieval, storage, retention and disposal. The control of documents and records is defined within CP3 Section 3.0 – Document and Drawing Control.

  8. 8 Operation

    Covers how works are planned, controlled, procured, changed and released. Operational planning defines criteria for processes, including significant energy uses and operational controls across relevant CP3: Operational Control subsections. Procurement and energy services controls ensure suppliers and goods meet IMS requirements. Emergency preparedness and response, outsourced/supply-chain control, operational change control, release of product/services, and control of nonconforming outputs are all defined — with Design & Development excluded (see 1.4).

    Key points

    • •Operational planning and control covers criteria for processes, resources, monitoring and documented information
    • •Procurement and energy services per CP2: Corporate Governance Section 3.0 Energy Management and CP3: Operational Control controls
    • •Emergency preparedness and response arrangements established, tested and reviewed (see CP6: SHEQ )
    • •Clause 8.3 Design and development NOT APPLICABLE — refer to 1.4
    • •Outsourced processes and supply chain controlled, evaluated and re-evaluated against IMS requirements
    • •Operational change managed and controlled — unintended changes reviewed and adverse effects mitigated
    • •Release of products/services only after planned arrangements are completed (CP6: SHEQ  Section 10 guidance)
    • •Nonconforming outputs controlled per CP3: Operational Control Section 4.0 Incident Reporting and CP3: Operational Control Section 6.0 Management of non-conforming outputs
    From the source document(8 clauses)

    8.1Operational planning and control

    The organisation plans, implements and controls the processes necessary to meet requirements for the provision of products and services and to implement the actions determined in Clause 6. Operational planning and control ensure that activities are carried out under controlled conditions, taking account of:

    • Identified risks and opportunities; • Compliance obligations; • Significant environmental aspects; • OH&S hazards and risks; • Significant Energy Uses (SEUs); • Energy performance considerations and relevant carbon interface requirements. Controlled conditions include, as appropriate:

    • The availability and use of documented procedures, standards and guidance; • The use of competent and authorised personnel; • The provision of suitable equipment, plant and resources; • The implementation of monitoring and measurement activities. Operational controls are defined and implemented through the Company’s core SHEEQ and construction procedures, including those contained within CP6 SHEQ, and supporting Standards and Guidance documents. These controls are proportionate to the level of risk and the potential impact on SHEEQ performance.

    8.1.1Procurement and energy services

    The procurement of services, materials, products, plant, equipment, energy and energy services, and other services required for Company projects, offices and related supply chain activities is controlled through Breheny’s IMS. Procurement requirements are identified at pre-contract stage in accordance with CP4, implemented and commercially managed during project delivery through CP5, and subject to verification to confirm safety, quality, environmental, energy and compliance suitability prior to use in accordance with CP6 – SHEQ and relevant sections of CP3 (Systems Management – Operational Control). Suppliers and subcontractors are selected, monitored and reviewed based on performance, risk and compliance, with non-conforming products or services controlled through corrective action and escalation as required. Governance oversight is provided through CP2 – Systems Management – Corporate Governance, including internal audit and management review arrangements (refer Clause 9), to ensure compliance with legal and IMS requirements and to support continual improvement. NOTE: Pre-contract identification of procurement requirements is addressed in CP4 – Pre-Contract. Commercial implementation and control of procurement during project delivery is addressed in CP5 – Contract. Verification of procured materials, products, plant, equipment, energy and services for safety, quality, environmental and compliance suitability prior to use is addressed in CP6 – SHEQ, with supporting operational controls applied across relevant CP3 subsections (including CP3 Section 3.0 – Document and Drawing Control for related documented information).

    The organisation ensures that procurement activities support conformity of products and services and the achievement of IMS objectives. When procuring products, services and energy-related equipment, the organisation considers:

    • SHEEQ risks and compliance obligations; • Energy performance, efficiency and lifecycle cost, where applicable; • Opportunities to reduce carbon emissions and environmental impact; • Suitability of goods and services for intended use. Energy services and energy using equipment are purchased in accordance with defined procurement arrangements specified in CP2 Section 3.0 Energy Management to support effective energy management and continual improvement of energy performance.

    8.2Emergency preparedness and response

    The organisation establishes, implements and maintains processes to prepare for and respond to potential emergency situations that may have an impact on health and safety, the environment, energy performance or business continuity. Emergency preparedness and response arrangements:

    • Are appropriate to the nature and scale of the organisation’s activities; • Address potential emergency scenarios identified through risk assessment; • Are communicated to relevant persons working under the organisation’s control; • Are periodically tested and reviewed. Emergency preparedness and response procedures are defined within CP6 SHEQ and relevant Standards and Guidance documents. The effectiveness of emergency arrangements is evaluated through drills, exercises, incident investigation and management review in accordance with Clause 9.

    8.3Design and development of product and services.

    Exemption claimed.

    8.4Outsourced processes and supply chain control

    Where processes are outsourced, the organisation ensures that such processes are controlled to ensure conformity with IMS requirements. Supply chain partners, contractors and suppliers are selected, evaluated and monitored based on their ability to meet specified SHEEQ, and carbon requirements. Controls applied to outsourced processes are determined based on risk and may include:

    • Pre-qualification and competence assessment; • Specification of requirements within contracts and orders; • Ongoing monitoring, inspection and audit. The management of outsourced processes and procurement activities is defined within the organisation’s IMS arrangements, including CP4 – Pre-Contract, CP5 – Contract / Project Delivery, CP6 – SHEQ and supporting controls within CP3 – Systems Management – Operational Control.

    8.5Operational change and control of change

    The organisation ensures that changes to operational processes, activities or conditions that may impact SHEEQ performance are controlled.

    Operational changes are managed in accordance with the planning arrangements described in Clause 6.3, and consideration is given to:

    • New or changed risks and opportunities; • Impacts on SHEEQ performance, energy performance and compliance obligations; • Competence and training requirements; • Communication and awareness needs. Where necessary, documented information, risk registers and operational controls are updated to reflect approved changes.

    8.6Release of Product and Services

    Products and services shall only be released to the client or next stage of delivery once all planned inspections, tests and verification activities have been satisfactorily completed and authorised, ensuring conformity with specified requirements and retention of documented evidence of such approval. See CP6 Section 10 for further guidance.

    8.7Control of nonconforming operational outputs

    The organisation ensures that outputs which do not conform to requirements are identified and controlled to prevent unintended use or delivery.

    Arrangements for the identification, reporting, investigation and management of nonconforming outputs, including incidents, near misses and quality nonconformities, are defined within CP3 section 4.0 Incident Reporting and CP3 Section 6.0 Management of non-conforming outputs & improvement and are aligned with the improvement processes described in Clause 10.

  9. 9 Performance Evaluation

    Defines how the IMS is monitored, measured, audited and reviewed. Performance is evaluated against SHEEQ objectives, energy performance indicators (EnPIs), compliance obligations and customer satisfaction. Internal audits are conducted per CP2: Corporate Governance Section 4.0 to a planned programme, and management reviews per CP2: Corporate Governance Section 5.0 assess suitability, adequacy, effectiveness and alignment with strategic direction.

    Key points

    • •Monitoring and measurement of SHEEQ performance, EnPIs and other relevant KPIs
    • •Evaluation of compliance with legal and other requirements at planned intervals — results retained as documented information
    • •Internal audit programme planned, implemented and maintained per CP2: Corporate Governance Section 4.0 — Management System Audits
    • •Auditor objectivity and impartiality ensured; results reported to relevant management
    • •Management review per CP2: Corporate Governance Section 5.0 considers status of actions, changes, performance trends, audit results, compliance, risks/opportunities and improvement
    From the source document(4 clauses)

    9.1Monitoring, measurement, analysis and evaluation

    The organisation determines what needs to be monitored and measured, the methods for monitoring and measurement, and when results shall be analysed and evaluated, in order to assess the effectiveness of the Integrated Management System (IMS) and its performance. Monitoring and measurement activities are proportionate to the nature of the organisation’s activities and take account of:

    • SHEEQ risks and opportunities identified in Clause 6; • Compliance obligations identified under Clause 6.1.4; • Significant environmental aspects and impacts; • OH&S hazards and risks; • Significant Energy Uses (SEUs) and energy performance indicators; • IMS objectives and targets defined in Clause 6.2. Performance data is collected, analysed and evaluated to:

    • Track progress against policy commitments and objectives; • Evaluate compliance with legal and other requirements; • Assess the effectiveness of operational controls; • Evaluate energy performance and energy efficiency trends; • Identify adverse trends, non-conformities and opportunities for improvement.

    Key performance indicators (KPIs) are used to monitor SHEEQ and energy performance at relevant levels within the organisation. Performance information is reported through dashboards and other defined reporting mechanisms and is communicated internally in accordance with Clause 7.4. Records of monitoring, measurement and evaluation are retained as documented information in accordance with Clause 7.5.

    9.1.1Evaluation of compliance

    The organisation periodically evaluates compliance with applicable legal and other requirements and the effectiveness of operational controls within the IMS. relating to Safety, Health, Environment, Energy, Quality. Compliance evaluation includes, as appropriate:

    • Review of the Legislative Register; • Inspections and site monitoring; • Internal audits; • Management review. The results of compliance evaluations are recorded, reported to Top Management, and used as inputs to risk assessment, planning and improvement activities.

    9.2Internal audit

    The organisation conducts internal audits at planned intervals to provide information on whether the IMS:

    • Conforms to the organisation’s own requirements and applicable ISO standards; • Is effectively implemented and maintained. An audit programme is established, implemented and maintained, taking into consideration:

    • The importance of the processes concerned; • Changes affecting the organisation; • The results of previous audits; • Identified risks and opportunities. Audits are conducted by competent and impartial personnel. Audit results are documented and communicated to relevant management. Where nonconformities are identified, corrective actions are initiated in accordance with Clause 10.2. The internal audit process is defined within CP2 Section 4.0 – Management System Audits and is aligned with the principles of ISO 19011.

    9.3Management review

    Top management reviews the IMS at planned intervals to ensure its continuing suitability, adequacy and effectiveness. Management reviews consider:

    • The status of actions from previous management reviews; • relevant changes in external and internal issues, including climate change and decarbonisation, as contextual inputs where they may affect the IMS or its interfaces (refer Clause 4.1); • Information on IMS performance, including trends in monitoring and measurement results;

    • Results of internal and external audits; • Evaluation of compliance with legal and other requirements; • Progress against SHEEQ and energy objectives; • The effectiveness of actions taken to address risks and opportunities; o Adequacy of resources (refer Clause 7.1); o Opportunities for continual improvement. The outputs of Breheny’s management review include decisions and actions related to:

    • Opportunities for improvement; • Any need for changes to the IMS, policies or objectives; • Resource requirements. Management review outputs are retained as documented information and are used to inform planning and improvement activities in accordance with Clauses 6 and 10. See CP2 Section 5.0 Management Review for further guidance.

  10. 10 Improvement

    Sets out how the IMS is continually improved. Opportunities for improvement are identified and acted on. Nonconformities (including incidents) trigger correction, root-cause investigation and corrective action to prevent recurrence, with effectiveness reviewed. Continual improvement of the suitability, adequacy and effectiveness of the IMS — including energy performance — is driven through outputs of analysis, evaluation and management review.

    Key points

    • •General: improvement opportunities identified across products, services, processes and IMS performance
    • •Nonconformity and corrective action — react, contain, investigate root cause, implement action, review effectiveness, update risks/opportunities
    • •Documented information retained for the nature of nonconformities, actions taken and results
    • •Continual improvement of the IMS, including energy performance, driven by analysis, evaluation and management review outputs
    • •Cross-refs: CP3: Operational Control Section 6.0 Management of non-conforming outputs & improvements; CP2: Corporate Governance Sections 4.0 (Audits) and 5.0 (Management Review)
    From the source document(3 clauses)

    10.1General

    Breheny continually improves the suitability, adequacy and effectiveness of the Integrated Management System (IMS) in order to enhance SHEEQ performance, meet compliance obligations and achieve the intended outcomes of the IMS. Opportunities for improvement are identified through:

    • Monitoring, measurement, analysis and evaluation activities described in Clause 9.1; • Internal and external audit results described in Clause 9.2; • Management review outputs described in Clause 9.3; • Incident investigations, nonconformities and corrective actions; • Feedback from interested parties; • Changes in internal and external issues identified in Clause 4. Improvement actions are prioritised based on risk, potential impact and strategic relevance and are integrated into planning and operational activities in accordance with Clauses 6 and 8.

    10.2Nonconformity and corrective action

    When a nonconformity occurs, including incidents, near misses, complaints or deviations from requirements, the organisation:

    • Reacts to the nonconformity and takes action to control and correct it; • Evaluates the need for action to eliminate the cause(s) of the nonconformity in order to prevent recurrence or occurrence elsewhere; • Implements appropriate corrective actions; • Reviews the effectiveness of any corrective action taken; • Makes changes to the IMS where necessary. Nonconformities are identified, recorded, investigated and managed in accordance with CP3 Section 6.0 – Management of Nonconforming Outputs and Corrective Action, which defines: • The categorisation of nonconformities;

    • Responsibilities and authorities; • Timescales for response and closure; • Record-keeping and tracking arrangements. Documented information is retained as evidence of the nature of nonconformities, actions taken and the results of corrective actions in accordance with Clause 7.5.

    10.3Continual improvement

    The organisation continually improves the effectiveness of the IMS through the application of its policies, objectives, audit processes, performance evaluation, corrective actions and management review. Continual improvement activities include:

    • Enhancing SHEQ and energy performance; • Improving operational controls and process effectiveness; • Reducing risks and preventing undesired effects; • Improving customer satisfaction and stakeholder confidence; • Supporting energy efficiency and carbon reduction objectives. The effectiveness of continual improvement initiatives is reviewed through management review in accordance with Clause 9.3, and outcomes are used to inform future planning, resource allocation and objective setting.

Tables & figures

All tables, charts and diagrams extracted from the source PDF.

Integrated Management System (IMS) Index with Reference, Title, and Purpose
Page 2 — Integrated Management System (IMS) Index with Reference, Title, and Purpose
Terms and definitions with abbreviations and their meanings for the Integrated Management Systems Manual.
Page 15 — Terms and definitions with abbreviations and their meanings for the Integrated Management Systems Manual.
Integrated Management Systems Manual with definitions for various aspects
Page 16 — Integrated Management Systems Manual with definitions for various aspects
Integrated Management Systems Manual definitions for environmental incidents and terminology.
Page 17 — Integrated Management Systems Manual definitions for environmental incidents and terminology.
Integrated Management Systems Manual glossary of terms and definitions.
Page 18 — Integrated Management Systems Manual glossary of terms and definitions.
CP1: Integrated Management Systems Manual definitions and related topics
Page 19 — CP1: Integrated Management Systems Manual definitions and related topics
Breheny Integrated Management Systems Manual with contact info
Page 21 — Breheny Integrated Management Systems Manual with contact info
SWOT analysis including Strengths, Weaknesses, Opportunities, and Threats
Page 22 — SWOT analysis including Strengths, Weaknesses, Opportunities, and Threats
STEEPLE analysis for the management systems manual categories
Page 23 — STEEPLE analysis for the management systems manual categories
Procedure manual outlining interested parties, needs, and expectations.
Page 25 — Procedure manual outlining interested parties, needs, and expectations.
Figure 1 Plan Do Check Act (PDCA) cycle
Page 27 — Figure 1 Plan Do Check Act (PDCA) cycle
Organisational Chart
Page 29 — Organisational Chart