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 INTEGRATED MANAGEMENT SYSTEMS FOR
CONSTRUCTION (ICMS)

Dr. Caterina Poustourli

Dipl. Production & Management Engineer, PhD in TQM / Quality-Robust Engineering

Management Standards Systems & Integration Management Systems Expertise and Auditor,

TEI of Serres, e-mail: pkate@teiser.gr

Abstract
An Integrated Construction Management System (ICMS) consists of some
key subsystems such quality management system according to ISO 9001:2008
and ISO 10006:2003 (guidelines for quality management in projects),
environmental management system according to ISO 14001: 2004 or EMAS
and health and safety management according to OHSAS 18001:2007.
Specification PAS 99:2006 consist a framework for integration and it was
produced to help organizations with multiple systems that wished to
integrate their common arrangements. Implementation of ICMS leads to
quality services improving, safety of all employees of construction
organization, application of all national and international standards
concerning the environmental aspects and finally to customer satisfaction.
This study examines the implementation framework of integrating
Management Standard Systems requirements in construction firms especially
now in times of uncertainty in the Construction Industry.
Keywords: ISO, Management Standard Systems, Construction, Quality-
QMS, Environment-EMS, EMAS, Health and Safety-HSMS, Project
Management, Integration, TQM, ICMS.

Introduction
An integrated management system (IMS) is a management system which
integrates several or all management standards systems components of a
company into one coherent system so as to enable the achievement of its
purpose and mission with a holistic set of documentation, policies,
procedures and processes. The whys and hows to integrate management
systems in construction sector companies are discussed and explained in this
paper. The components – most often quality, environment, and occupational
health and safety – should have a common structure to be successfully
integrated, although a standard for the integrated system from International
Standardization Organization and/or Hellenic Standardization Organization
(ELOT SA), is lacking. At the national level, different countries have
developed guidelines for integration, for example in Australia and New
Zealand: AS/NZS 4581: 1999, in Denmark: DS 8001: 2005, in Spain: UNE
66177: 2005, and in the United Kingdom: PAS 99: 2006.

Characteristic of the Construction Industry

The construction industry has numerous problems because of its
complicated nature of operation (Kanji and Wong, 1998). This industry is
comprised of a multitude of occupations, professions and organizations
(Wong and Fung, 1999; Kanji and Wong, 1998; Sommerville, 1994). They are
involved in the different phases of a construction project, which, include:
feasibility, development, finance, concept development and review, estimate,
detailed engineering, procurement, construction and start-up (Schultzel and
Unruh, 1996). The client, consultants, contractor and sub-contractors of a
construction project all have a role to play in delivering a quality project.
Failure of any of the parties will seriously affect the quality of the final project
(Kanji and Wong, 1998).

Quality in the Construction Industry

Quality has a three-fold meaning in construction (Hart, 1994): it means
getting the job done on time; it means ensuring that the basic characteristics of
the final project fall within the required specifications; it means getting the job
done within budget. A quality construction project has to comprise all these
dimensions. Actually, quality in construction is directly connected with
conformance to specifications and fitness for use. Aggressive competition,
both at the regional and international level, has imposed higher quality levels
in almost all business activities and sectors. To ensure their position in the
emerging international market, construction firms in many countries are
actively engaged in trying to achieve internationally accepted quality levels
based on two major frameworks of TQM and the ISO family of Management
Standard Systems. There are differences in the degree of adoption of TQM
among different countries. One of the most important factors for construction
sector to be successful on market is assuring:
 The compliance with budget (cost) and schedule for implementing the
project (time )
 The quality and reliability of buildings, infrastructures, tests and
measurements
 Health and safety of all employees
 The quality of environment on site and in region, where infrastructures
are constructing.

Implicit in Figure 1 is the tripartite relationship between time, cost and

quality that appears to pull in different directions given that resources are
limited in most construction firms.
Figure 1: Aspects of construction and program management (Source: “Research
needs to improve management and organization in construction” by G.C. Banik,
2002).

The Construction Products Regulation (305/2011/EC - CPR) is laying

down harmonized conditions for the marketing of construction products. As
part of the Better Regulation initiative, the CPR provides more clarification of
the concepts and the use of CE marking; introduces simplified procedures,
which will reduce the costs incurred by enterprises, in particular SMEs. By
imposing new and stricter designation criteria to bodies involved in the
assessment and the verification of construction products, the CPR is also
increasing the credibility and reliability of the whole system. Safety in
construction and the free movement of services, engineering and construction
services, are also an important policy priority, which is developed through
the promotion of the Eurocodes and their implementation by the Member
States.
 Development of ICMS
A lot of legislation requirements and standards concerning the quality,
environment, health and safety lead the management of construction industry
to find the ways, how to manage it. The ICMS consisted requirements of the
following management systems:
 Quality Management System (QMS) according to ISO 9001:2008 (with
emphasis and guidance of ISO 10006:2003),
 Environment Management system (EMS) according to ISO 14001: 2004
or to European norm EMAS (Environmental Management System III:
according to European Regulation ΕΚ 1221/2009 which replaces EK
761/2001) for sustainable constructions,
 Health and Safety Management System (HSMS) according to OHSAS
(Occupational Health Safety Assessment Series, 18001:2007).

In additional, many construction organizations have testing laboratories

will be accredited with the ISO 17025:2005 standard (General requirements for
the competence of testing and calibration laboratories) and information
management systems under the ISO 27001 and/or ISO 20000 requirements.
The above Management Standards Systems have six common requirements,
according to ISO 72, which are Policy, Planning, Implementation & Operation,
Performance Assessment, Improvement and Management Review.
It is critical to note that in Greece we meet a parallel operation of MSS
rather than integration. So the companies still need to be certified three or
more times (i.e. ISO 9001, ISO 14001, OHSAS 18001 etc). It is important Thirty
five certification bodies in Greece are evaluated and certified the last twenty
years the companies in the construction sector. We observed that the most of
certificates issued by the five largest certification bodies in Greece (ELOT SA,
TUV Hellas, Eurocert SA, BVQI Hellas, EBETAM-MIRTEC SA). Recent years
have seen a reduction certificates in the industry given the economic crisis. An
example of this crisis is such that in 2004 was EMAS registered by YPEKA
(Ministry of Environment, Energy and Climate Change) ten companies of the
construction industry and today just one (official data, August 2011)...
Similarly, the largest number of Greek issued certificates in ISO 9001, 14001
and 18001 concerns foreign companies based in Turkey, Bulgaria, Romania
and other Balkan countries.
Construction companies wishing to implement an effective management
system integrating ISO 9001, ISO 14001, OHSAS 18001 or any combinations of
the above may consider the adoption of the system framework as presented in
ISO Guide 72 (Guidelines for the justification and development of
management system standards), Annex B Common elements of ISO
Management System Standard. The following is a tabulation of Management
Standards Systems common elements versus the requirements of ISO 9001,
ISO 14001, OHSAS 18001, ISO 10006 and ISO 17025.
 Table 1: Basic processes of ICMS-common elements of the ISO management
standard systems.

Basic processes ISO ISO OHSAS ISO ISO 17025:2005

(MSS Common 9001:2008 14001:2004 18001:2007 10006:2003
Elements)
B1. POLICY (Construction organization vision)
B1 Policy and 4.1, 5.1, 5.3 4.1, 4.2 4.1, 4.2 7.1, 5.1, 5.2, 4.1, 4.1.1, 4.1.2,
principles 4.2 4.1.3, 4.1.4, 4.1.5,
4.2, 4.2.1, 4.2.2,
4.2.3, 4.2.4
B2. PLANNING (ICMS Planning)
B2.1 5.2, 5.4.1, 4.3.1, 4.3.2 4.3.1, 4.3.2 5.2, 4.2., 7.2, 4.2.1, 4.2.2 c), 4.4.1
Identification 5.4.2, 7.2.1 4.4.2, 4.4.3, 4.4.4,
7.6
of 4.4.5, 5.4, 5.9, 5.10,
needs,
requirements &
analysis of
critical issues

B2. PLANNING (ICMS Planning)

B2.2 Selection 5.4.1 4.3.3 4.3.3 4.2., 7.2 4.2.2 c)
of
significant
issues to be
addressed
B2.3 Setting of 5.4.1 4.3.3 4.3.3 4.2., 7.2 4.2.2 c)
objectives and
targets
B2.4 6.1 4.4.1 4.4.1 6.1, 6.2 4.4.1, 4.7,4.10,
Identification 5.4.2, 5.4.3, 5.4.4,
of 5.10.4
Resources
B2.5 5.5.1, 5.5.2 4.4.1 4.4.1 5.2. 4.1.5 a), f). h)
Identification of 4.1.5 I)
organizational 4.11.1
structure, roles, 4.2.4
responsibilities
and authorities
B2.6 Planning 7.1 4.3.3 4.3.3 7.2, 7.3, 7.4 5.1
of 4.2.2, 4.1.5 a), 4.2.1,
operational 4.2.3, 5.4, 5.9,
processes 4.1, 5.4, 5.9
B2.7 7.1, 8.3 4.4.7 4.4.7 7.2, 7.3, 7.4, -- 5.1
Contingency 4.2.2, 4.1.5 a), 4.2.1,
preparedness 4.2.3, 5.4, 5.9,
for 4.1, 5.4, 5.9
foreseeable 4.9
events
B3. IMPLEMENTATION AND OPERATION (of ICMS)
B 3.1 Operation 7.2, 7.3, 7.4, 4.4.6 4.4.6 7.6, 7.3, 5.2, 4.4.1, 4.4.2, 4.4.3,
control 7.5 4.4.4, 4.4.5, 5, 5.4,
7.3, 7.8
5.9, 5.10, 4.5, 4.7,
4.8
 4.6.1, 4.6.2, 4.6.4
4.6.3
5.1, 5.2, 5.4, 5.5, 5.6,
5.7, 5.8, 5.9, 5.2.5,
5.4.2, 8.4.5, 5.8.2
4.1.5 c), 5.6, 4.6.1,
4.12, 5.8, 5.10

Basic processes ISO ISO OHSAS ISO ISO 17025:2005

(MSS Common 9001:2008 14001:2004 18001:2007 10006:2003
Elements)
B3. IMPLEMENTATION AND OPERATION (of ICMS)
B3.2 6.2 4.4.2 4.4.2 5.2, 6.1, 6.2 5.2.1
Management of 5.2.2, 5.5.3
human 4.1.5 k), 5.2.6
resources
B3.3 6.3, 6.4 4.4.1 4.4.1 ---, 5.2 4.1.3, 4.12.1.2,
Management of 4.12.1.3, 5.3
other resources 4.12.1.4, 5.4.7.2,
5.5, 5.8, 4.6, 5.5.6,
5.6.3.4, 5.8, 5.10
5.3.1, 5.3.2, 5.3.3,
5.3.4, 5.3.5

B3.4 4.2 4 4.4.4, 4.4.5 4.4.4, 4.4.5 4.1, 4.2, 6.2 4.3.1, 4.12
Documentation 4.5.4 4.5.4
and its control
B3.5 5.1a, 5.5.3 4.4.3 4.4.3 5.1, 5.2 4.1.2, 4.1.6
Communication

B3.6 7.2.3 -- -- 7.6 4.4.2, 4.4.4, 4.5,

Relationship 4.7, 4.8
with suppliers
and contractors
B4.1 Monitoring 7.6, 8.1, 8.2.1 4.5.1, 4.5.2 4.5.1, 4.5.2 ---, ---, 8.2
5.4, 5.5
and measuring 8.2.3, 8.2.4 4.10, 5.4, 5.9
4.11.5, 4.14,
4.5, 4.6, 4.9, 5.5.2,
5.5.9, 5.8, 5.8.3, 5.8.4
B4. PERFORMANCE (Checking, Corrective and Preventive Action)
B4.2 Analyzing 8.3, 8.4 4.5.3 4.5.3 ---, 8.2 4.9
and handling 4.10, 5.9
nonconformities
B4.3 System 8.2.2 4.5.5 4.5.5 8.2 4.11.5, 4.14
audits

B5.1 Corrective 8.5.2 4.5.3 4.5.3 5.2, 8.1, 8.3 4.11, 4.12
action

B5.2 Preventive 8.5.2 4.5.3 4.5.3 5.2, 8.1, 8.3 4.11, 4.12
action
Basic processes ISO ISO OHSAS ISO ISO 17025:2005
(MSS Common 9001:2008 14001:2004 18001:2007 10006:2003
Elements)
B5. IMPROVEMENT (Continuous Improvement of ICMS)
B5.3 5.4.2, 8.5.1 4.2, 4.6 4.2, 4.6 4.2., 7.2, 5.2, 4.2.1
Continuous 4.10, 4.12
8.1,
improvement
8.3
B6. MANAGEMENT REVIEW (of ICMS)
B6.1 5.6 4.6 4.6 5.2, 5.3, 7.2 4.15
Management
Review

Source: ISO 9001:2008, ISO 10006:2003, ISO 14001:2004, OHSAS 18001:2007, ISO
17025:2005, ISO Guide 72, PhD thesis of Caterina Poustourli-2011, papers of Caterina
Poustourli and Vrasidas Leopoulos about Integration Management Systems, 2009.

ICMS Deployment Options

According to literature there are different levels of integration. The last
(highest) level combines all ‘‘standards into one common MSS’’ the
‘‘integrated’’ system. The next level from up to bottom classified as ‘‘aligned’’
(Kirkby, 2002) or “merger” (Seghezzi, 1997) or “partial integration”
(Karapetrovic, 2003) or “generic” (Jørgensen, 2008) and so on. The lower level
contains the “separate” (Kirkby, 2002) or “combined” (Pojasek, 2006) MSS.
The approach of PAS 99:2006 supports the simultaneous development of
processes and system components in accordance to specification paragraph
requirements as table 2 shows.

Table 2: The main paragraph requirements of PAS 99:2006”.

Main paragraph requirements of PAS 99:2006

4 Common management system requirements
4.1 General requirements
4.2 Management system policy
4.3 Planning
4.3.1 Identification and evaluation of aspects, impacts and risks
4.3.2 Identification of legal and other requirements
4.3.3 Contingency planning
4.3.4 Objectives
4.3.5 Organizational structure, roles, responsibilities and authorities
4.4 Implementation and operation
4.4.1 Operational control
4.4.2 Management of resources
4.4.3 Documentation requirements
4.4.4 Communication
4.5 Performance assessment
4.5.1 Monitoring and measurement
4.5.2 Evaluation of compliance
 4.5.3 Internal audit
4.5.4 Handling of nonconformities
4.6 Improvement
4.6.1 General
4.6.2 Corrective, preventive and improvement action
4.7 Management review
4.7.1 General
4.7.2 Input
4.7.3 Output
Source: PAS 99:2006.

Karapetrovic and Jonker subsequently discuss an integration strategy for

when companies have more than the QMS and EMS implemented. Based on
the first option from above, namely establishing the QMS first and the EMS
second, the sequence could be:
1. Integrate the QMS and other MSS that are based on the ‘‘Process
Approach’’,
2. Integrate the EMS and other MSS that are based on the ‘‘PDCA Model’’
3. Link, align and integrate these function-specific MSS.

During this approach of ICMS development is useful start with QMS

according to requirement of ISO 9001, because most of the documents
required by this standard are possible implement also for next two
management systems: EMS and HSMS. The whole process of ICMS
development starts by input audit of existing organization system. This audit
can be provided by trained employee in all management systems, or by
external qualified expert. The result of this input audit is level of confidence
of existing management system of construction organization to requirements
of ISO 9001, ISO 10006, ISO 14001 or EMAS and OHSAS 18001. The key
person in whole process of ICMS development and implementation is
Director of construction organization (Jozef Gasparik, 2006). This person is
responsible for vision of his organization defined in ICMS by an Integrated
Policy which includes specific commitment on the above management
standard systems policies (Quality policy, Quality management of projects,
Environmental and Health and safety policy). All employees of construction
organization must be inform about this policy and try to keep it in practice.
Director of construction organization determines one person of top
management for managerial function. This person is responsible for
development, implementation and improvement of ICMS. Manager of ICMS
must be trained in all three management system before starting his or her
work at this very important function (Jozef Gasparik, 2006).

The most important steps concerning the development of EMS are:

  Design of register of environmental aspects and impacts in all
important areas of organization: administrative building, machine
park, buildings etc. (example of environmental aspects – emissions to
air, releases to water and land, waste and by products etc.)
 Determination of environmental aspects and impacts with high and
middle level of risk,
 Setting of environmental targets for aspects with high and middle level
of risk
 Determination of program, how to meet environmental targets.

During the process of HSMS we can go by similar way:

 Design of register of dangers and threatens in all important areas of
organization: administrative building, machine park, buildings etc.
(example of dangers and threatens - mechanical, physical, chemical,
biological etc.)
 Determination of dangers and threatens with high and middle level of
risk,
 Setting of health and safety targets for dangers and threatens with high
and middle level of risk,
 Determination of program, how to health and safety targets fulfill.

ICMS documentation
Integration can be accomplished in two ways: partial integration or full
integration. A partially integrated system keeps separate the quality
management, environmental management and occupational health and safety
system manuals. However, their manuals are not totally different. A fully
integrated system contains only one manual that addresses the three different
management requirements. The basic document of effective integrated
management system is manual of ICMS, in which are described these
information:
 Profile and basic information about construction organization,
 Organization vision including quality, environmental, health and
safety policy
 Organizational structure with presentation of all key employees
including representative person for ICMS
 Brief description and interaction of QMS processes with reference to
related documents (procedures, internal instructions, QMS documents
and records etc.)
 Brief description of elements and processes of EMS and HSMS with
reference to related documents (procedures, internal instructions, EMS
and HSMS documents and records etc.).
 In organizational instruction are except of organizational structure said
competences (responsibilities and authority) of all organization members in
area of all three management systems. All, by ISO 9001 required work
procedures, like control of documents and records, internal audit, control of
nonconformity, corrective and preventive actions can be implemented for all
management systems. In table 3 there is list of documents and records
required by ISO 9001:2008. Those documents and records, which can be used
also for next two management systems, are signposted by symbol ICMS. For
EMS are useful except of ICMS manual procedures concerning the
environmental aspects related to building processes and site conditions. For
HSMS is useful health and safety building manual, in which are described
necessary health and safety preventive actions for construction industry
employees. The basic documents concerning the quality, environment, health
and safety monitoring on building is inspection and test plan, in which are
described these information:
 Brief description of quality, environment , health and safety tests,
 Quality, environment , health and safety criterion (legislation, law,
notices, European and National standards)
 The result of tests (conformity or non-conformity to criterion)
 Name, datum and signature of persons responsible and competent for
test realization and evaluation.
Below in table 3 containing a list of ICMS documents and records.

Table 3: List of ICMS documents and records.

No. Document or Record description Responsible person

01. List of documents and records ICMS Manager
02. Interaction of QMS processes ICMS Manager
03. Distribution list of documents and ICMS Manager
04 Declaration about document study ICMS Manager
05. List of internal and external operating documents ICMS Manager
06. Overview of organization readings ICMS Manager
07. Document remark ICMS Manager
08. Overview of document changes and revision ICMS Manager
09. Strategy of quality management and improvement Director, ICMS Manager
10. Quality, environmental, health and safety policy Director, ICMS Manager
11. Quality, environmental, health and safety targets ICMS Manager
12. Decree (certificate) for ICMS Manager ICMS Manager
13. Records of management consultation ICMS Manager
14. ICMS management review ICMS Manager
15. Competences of organization employees Personnel manager
16. Plan of employee training Personnel manager
17. List of trained people Personnel manager
18. Evaluation of training process effectiveness Personnel manager
19. Records from internal training process Department manager
20. Infrastructure of organization Economist Director
21. Contract review Director
22. List of material needs Site manager
23. Selection and evaluation of material and work suppliers Purchaser
24. Evidence list of monitoring and measuring devices Person responsible for metrology
25. Evaluation of software topicality Employee working with software
26. Inspection and test plan Site manager
27. Building evaluation Site manager
28. Timetable of ICMS internal audit ICMS Manager
29. Report from internal audit ICMS Manager
30. Corrective action ICMS Manager
31. Preventive action ICMS Manager
32. Monitoring a measurement of ICMS processes Department manager
33. Evaluation of organization by customer ICMS Manager
34. Records concerning the complaints, environmental ICMS Manager
problems and work injuries
35. Analysis of ICMS readings ICMS Manager
Source: Quality Management Centre in Construction-CEMAKS, Jozef Gasparik,
2006.

Internal audit of ICMS

After three (at least) months of ICMS implementation and operating is
necessary before external audit by certification body to do internal audit of
ICMS according to ISO 19011:2002 “Guidelines for quality and/or
environmental management systems auditing” and Publicly Available
Specification-PAS 99:2006 “Specification of common management system
requirements as a framework for integration”. Internal audit of ICMS can be
done by trained internal auditors in all management systems or by external
qualified auditor. For nonconformity finding out by internal audit must be
receive corrective actions. The last step before certification process of ICMS is
its management review. The top management of organization shell review of
ICMS at planned intervals (minimum once a year) to ensure its continuing
suitability, adequacy and effectiveness. Reviews shall include assessing
opportunities for improvement and the needs for changes to ICMS including
the quality, environmental, health and safety policy, objectives and targets.

Benefits of ICMS operation

There are several good reasons for integration of management standards
systems. Examples of advantages are:
• Reduce duplication of activities and therefore costs.
• Balance conflicting objectives e.g. between occupational health and
environment.
• Eliminate conflicting responsibilities and relationships.
• Harmonize and optimize practices.
• Create consistency and Improve communication.
• Facilitate training and development.
 Integrating the management systems also facilitates the focus on the most
important aspects in a company. Separate systems tend to put focus on each
area instead of the common area. The most important reason for an integrated
management system, IMS, is that this will reduce costs, since many routines
can be coordinated more effectively. Another important driving force is
legislation. Legislation concerning management systems is predominant in the
area of EMS and HSMS. A third reason for integration is customers’ requests. It
is becoming more frequent that many organizations as buyers of products
and services requires that in order to get a contract the company must have a
management system. The ability of construction firms to save cost, improve
quality and shorten construction time simultaneously is admittedly not an
easy task. It may be argued that the new development and implementation of
an IMS appears to duplicate stand-alone QMS, EMS and OHSAS that already
exist in an organization, thus leading to increase (rather than decrease) in time
and cost as well as decrease (rather than increase) in quality. However, in the
long run, an IMS that encapsulates all three QMS, EMS and OHSAS under
one umbrella would help to eliminate unnecessary duplications. This should
strategically help to reduce time and cost and increase quality standards.

Trends in Greek Construction sector

The Greek Construction firms active at national level and enter dynamic
markets of the Balkans and the Middle East. According to European Powers
of Construction annual reports, the Greek construction companies feature
prominently among the 100 most important European firms in ranking by
sales, as the following table 4 shows:

Table 4: Ranking by sales of Greek Construction Companies (Top 100).

Year Ranking by sales (Top 100)

2010 12th and 34th place
2009 40th place
2008 35th place
2007 93th place
2006 --
2005 29th , 71th and 88th place
Source: European Powers of Construction annual reports (Deloitte),
http://www.deloitte.com.

As the president of the SATE (Association of Greek Contracting

Companies), Mr. George Vlachos (2011), the crisis in the construction industry
in our country has surpassed all previous and now seriously threatens the
entire capacity of depreciation and bankruptcies. Today, the crisis in the
sector is reflected dramatically in employment, which from 8.8% in the first
quarter of 2008 decreased to 8.2% of total employment in the first quarter of
2009 (loss of 32,000 jobs since early 2008, of which 19,000 in the first quarter of
2009) according to official data from the Statistical Office. Clearly reflected in
the balance sheets of all construction companies in 2008, mainly by the rise of
its obligations in respect of 2007 and losses, which led to bankruptcy of
several companies. Reflected in the tens of thousands of ready buildings for
which there across the country. The index of production of building
construction showing the biggest drop on an annual basis (-44.4%) while the
production index of Civil Engineering shrank by 37.6% from second quarter
2011 to 2010. It is evident, that a clear redesign, planning and targeted
implementation of a comprehensive public investment program (with many
small and medium new projects and improvements, upgrading and
maintenance of existing infrastructure), both in central government and
government, ensuring funding and absorption of EU funding.

Conclusion
In this paper a structure for the implementation of an integrated
management system in construction was presented and discussed. The
proposed structure is based on the ISO 9001:2008 elements, taking into
account the environmental, occupational safety and health issues included in
ISO 14001 or EMAS and OHSAS 18001:2007, and also the ISO 10006 on quality
management in projects. The result is a combination of elements whose
contents were extended and others were added to more fully address the
needs of the construction process. The alignment of the above standards,
guide and BSIs Publicly Available Specification (PAS) 99: 2006 may have a
circular benefit between the areas involved, as the improvement of one will
also improve the others due to their inter-relationships (Poustourli,
Leopoulos, 2009). The ICMS help organizations to achieve benefits from
consolidating the common requirements in all management system
standards/specifications. Development, implementation, improvement and
certification of integrated management system in construction industry
(ICMS) can lead to
 improved business focus,
 safety of all employees of construction organization (a more holistic
approach to managing business risks),
 application of all national and international standards concerning the
environmental aspects and impacts (sustainable construction),
 reduction in audit time both internally and externally
 less conflict between systems
 reduced duplication and bureaucracy
 decrease of implementation and certification costs and finally to
 customer satisfaction.
Building regulations and public investment has a major influence on the
construction sector in terms of cyclical stabilization of macro-economic trends.
Furthermore, the construction sector is affected to a large extent by other
 legislation concerning the protection of the environment, energy efficiency,
safety at work, social security, VAT, liability regimes, public procurement, etc.
The European Commission, in partnership with the industry and the Member
States, aims at developing an ongoing competitiveness strategy about the
response of the construction sector to major European and international
challenges of the future: the globalization of the markets, economic and
employment growth, energy and climate change, the protection of the
environment, demographic changes, social cohesion, safety and health of the
citizens, etc.

References
ISO 9001:2008 «Quality Management systems – Guidelines for quality management in
projects»
ISO 10006:2003 «Quality Management systems – Requirements»
ΕLΟΤ ΕΝ ISO 14001:2004 «Environmental management systems -- Requirements with
guidance for use»
BS OHSAS 18001:2007 «Occupational Health & Safety Management Systems –Requirements»
ΕLΟΤ ΕΝ ISO/IEC 17025:2005 «General requirements for the competence of testing and
calibration laboratories»
Publicly Available Specification (PAS) 99: 2006 «Specification of common management
system requirements as a framework for integration»
ISO 50001:2011, “Energy management systems – Requirements with guidance for use-EnMS”
ISO “The integrated use of management system standards”, special issue of 15-7-2008.
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Instituto Superior Tecnico, Department of Civil Engineering and Architecture
Jozef Gasparik, 2006, Effective Integrated Management System in Construction Company, Slovak
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Management Centre in Construction-CEMAKS
Yan-Chyuan Shiau, Ming-Teh Wang, Tsung-Pin Tsai, Wen-Chian Wang, 2003, Developing
Construction Integrated Management System, Department of Construction Engineering,
Chung Hua University
Caterina Poustourli, Vrasidas Leopoulos, 2009, “Integration Management System of a
Dimensional Laboratory”, 6th Conference “Standardization, Protypes and Quality: A
Means Of Balkan Countries’ Collaboration”, ENEPROT
Caterina Poustourli, Vrasidas Leopoulos, 2009, “Integrated Management System and Continuous
Improvement (requirements, standards, problems and benefits from their implementation)”,
Plant Management magazine, issue number 206.
William Bersing, Dr. Gae Holladay, Professional Seminar INSS 690, 23 February 2005,
“Construction Management Systems and the International Environment: A Program
Management Analysis”, (pp.1-8), University of Maryland University College.
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http://www.ypeka.gr
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