Integrated Management System: The shared core and structure of the ISO standards make it easier to introduce new management tools from the ISO world. The view from the outside breaks up organisational blindspots and entrenched routines. Every certification also increases employees’ sensitivity to the respective topic.
trans-o-flex’s range of certificates is getting longer and longer. Last year the company successfully completed the re-certification of its quality management (ISO 9001) and its environmental management (ISO 14001). For the first time in 2025 a systematic and professional energy management system was also introduced – according to the international standard ISO 50001. And this year the certification of occupational health and safety management (ISO 45001) is being launched, which should be completed by the end of 2026. Is all this necessary? And what effects do these changes have on customers, employees and the company? In the interview with this magazine, Tamara Schulz, Head of Quality Management at trans-o-flex, answered these questions.
Why did trans-o-flex complete another certification last year, namely that of energy management according to ISO 50001?
Tamara Schulz: Because it supports us very well in systematically and sustainably increasing our levels of energy efficiency. In addition, ISO 50001 helps to ensure compliance with legal requirements and to position the company so that it is future-proof and crisis-resistant, especially with regard to the increasing demands of the climate crisis. The certification forms, not least, part of our sustainability strategy and helps us to achieve the goals we have set. That is not simply a question of our attitude and cost efficiency, but also of our competitiveness. We also strengthen that using ISO 50001, since sustainability and energy efficiency are increasingly decisive criteria for business partners and customers.
How does the new energy management system fit into the existing management systems?
The various standards ISO 9001 (quality), ISO 14001 (environment) and now also ISO 50001 (energy management) have a single, consistent framework. Instead of several parallel systems we use this common structure to consistently avoid duplicate work and redundancies. The shared core includes all fundamental processes such as risk and opportunity assessments, the setting of objectives and action packages, internal audits, management review, document control, training as well as clear delineations of responsibility. The proven systematics and the familiar PDCA cycle (Plan – Do – Check – Act) enable our employees to implement new certifications significantly more quickly and easily. In this way we not only create efficiency and cost benefits, but at the same time strengthen our holistic, sustainable and future-proof corporate management by means of an integrated management system.
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What findings and saving potentials have you gained through the energy management system?
We have established that heat consumption plays an even more important role for trans-o-flex than we had originally assumed. The reasons for this are as follows: as a specialist for the pharmaceutical sector we work with actively temperature-controlled transports and climate-controlled distribution hubs. Our energy requirements for heating or cooling are therefore higher than for conventional express services. In the systematic investigation of consumption and possible sources of heat loss we did, for instance, come across door openings. If doors remain open longer than necessary, this means noticeable energy losses in a distribution hub.
Did you draw any conclusions from these findings?
Yes. We now perform measurements at one site using a camera software system in terms of which doors are open for how long. The system additionally sends an audible and visual reminder signal as soon as a door exceeds the set maximum opening time. We are currently collecting the data and will then examine which steps we can derive from this. Further optimisations that we have identified are fine adjustments to the heating control with a view to an even greater needs orientation. Specifically this means: less heating on Sundays. While such control optimisations can be implemented relatively quickly and without a significant financial outlay, other improvements require large investments and time. Examples of these are door and building insulation or the renewal of heating systems.
What further lessons have you drawn from the audit process?
The audit process in the energy management system has once again revealed to us the added value that an external view of our processes can offer. We recognised areas of potential efficiency improvements and identified approaches to optimisation. The view from the outside breaks up organisational blindspots and entrenched routines. Every certification also increases employees’ sensitivity to the respective topic. Thus the announcement and conducting of the audits has now sharpened employees’ focus towards the topic of energy efficiency and energy management in their everyday work.
The key consideration in an ISO certification is the sustainable promotion of improvement processes. The audit process supports this principle by regularly providing new impulses for technical, organisational and behavioural measures.
Tamara Schulz, Head of Quality Management at trans-o-flex
