1 DATA INTEGRITY and DATA MANAGEMENT for GXP
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The Gxp Dictionary 1St Edition
Testo Expert Knowledge The GxP Dictionary 1st edition Definitions relating to GxP and Quality Assurance 1 Note: Some of the information contained in this GxP Dictionary does not apply equally to all countries. Depending on the respective local legislation, other definitions may apply to certain terms and topics. The sections affected are not separately identified. 2 Foreword Efficacy, identity and purity are qual- This GxP Dictionary explains the ity attributes, which are required of majority of terms relating to GxP, products from the GMP-regulated qualification, validation and quality environment. The term “Good Manu- assurance. facturing Practice” sums up the quality assurance requirements from national It is intended as a compact reference and international regulations and laws. guide and aid for all those involved Other GxP forms have now been de- in GMP, and does not purport to be veloped, whose scope also expands complete. to adjacent sectors such as medical devices and life sciences. Testo SE & Co. KGaA The complex requirements of the “GMP compliance” generate a variety of specific concepts and abbrevia- tions. 3 GxP Dictionary Contents Contents 10 Terms and Definitions C 15 Calibration 0-9 15 CAPA 10 21 CFR 210/211 15 Capacity Test 10 483 15 CEP (Certificate of Suitability of Monographs of the European A Pharmacopoeia) 11 Action Limits 15 CFR 11 Active Pharmaceutical Ingredient 15 CFU (Colony-Forming Unit) (API) 16 cGMP 11 ADI (Acceptable Daily Intake) 16 Challenge Test 11 Airlock Concept 16 Change Control 11 Annex 16 Clean Corridor -
Introduction to Medical Device Law and Regulation March 2-4, 2021 | Live Virtual Event Speaker Biographies
Introduction to Medical Device Law and Regulation March 2-4, 2021 | Live Virtual Event Speaker Biographies DEBORAH BAKER-JANIS joined NSF International in 2013 after working in the medical device industry for over 10 years, including in both regulatory affairs and product development. Her experience includes the development of pre‐clinical testing protocols, risk documentation, quality system and regulatory affairs standard operating procedures, sales training materials, safety reports and domestic and international regulatory strategies and submissions. Ms. Baker‐Janis has supported the development and commercialization of a wide range of products including cardiovascular devices, general and plastic surgery devices, gastroenterology devices and general hospital devices. Her educational background is in biomedical engineering. MAHNU DAVAR is a partner in the Washington, DC office of Arnold & Porter. His practice focuses on assisting FDA-regulated entities with complex regulatory and compliance matters. He has represented early stage medical technology companies, clinical labs, major academic research institutions, and some of the largest multinational drug and device companies in the oncology, ophthalmology, pain, and diabetes care spaces. Mr. Davar routinely counsels clients on the regulatory and compliance aspects of promotional launch campaigns, clinical research, educational grants and charitable giving, manufacturing and supply chain, deal diligence, and other mission-critical activities. He has conducted significant compliance investigations and audits for business operations in the US, Europe, and Asia, and has extensive experience defending companies in criminal and civil healthcare fraud investigations. He has also assisted clients to prepare for and navigate state and federal regulatory inspections. Mr. Davar is a lecturer at the University of Pennsylvania Law School, a Fellow of the Salzburg Global Seminar, and a former Fulbright Scholar to India. -
Intertek Pharmaceutical Services
PHARMACEUTICAL SERVICES Laboratory & Assurance Solutions INTERTEK PHARMACEUTICAL SERVICES Total Quality Assurance for Pharmaceutical Development and Manufacturing Across your product lifecycle, our expertise brings you the insight you need to accelerate pharmaceutical, biopharmaceutical or medical device product development. Our assurance solutions allow you to identify and mitigate risks associated with products, processes, operational and quality management systems, assets and supply chains. Our specialists bring many years of experience across a variety of product areas including: • Innovative and Generic Pharmaceuticals • Orally Inhaled and Nasal Drug Products • Peptides, Proteins • Nutritional Products, Dietary • Biosimilars Supplements • Monoclonal Antibodies • Consumer Healthcare and Cosmetics • Antibody-drug Conjugates • Medical Devices • Oligonucleotide Therapeutics • Veterinary Medicines • Vaccines • Over-the-Counter (OTC) Drugs 2 Achieving Total Quality You can rely on our global network of experts, Assurance laboratories and specialists to deliver support We have delivered flexible including analysis, bioanalysis, formulation Our scientists, regulatory experts and auditors development, biologics characterization, contract services to the work with you at every stage of development specialist inhalation development expertise, global pharmaceutical and manufacturing, providing responsive, regulatory consultancy, risk assessment, quality compliant solutions. auditing and supply chain management industry for over 25 years At Intertek, -
Towards a Stakeholder-Shareholder Theory of Corporate Governance: a Comparative Analysis Katharine V
Hastings Business Law Journal Volume 7 Article 4 Number 2 Summer 2011 Summer 1-1-2011 Towards a Stakeholder-Shareholder Theory of Corporate Governance: A Comparative Analysis Katharine V. Jackson Follow this and additional works at: https://repository.uchastings.edu/ hastings_business_law_journal Part of the Business Organizations Law Commons Recommended Citation Katharine V. Jackson, Towards a Stakeholder-Shareholder Theory of Corporate Governance: A Comparative Analysis, 7 Hastings Bus. L.J. 309 (2011). Available at: https://repository.uchastings.edu/hastings_business_law_journal/vol7/iss2/4 This Article is brought to you for free and open access by the Law Journals at UC Hastings Scholarship Repository. It has been accepted for inclusion in Hastings Business Law Journal by an authorized editor of UC Hastings Scholarship Repository. For more information, please contact [email protected]. TOWARDS A STAKEHOLDER- SHAREHOLDER THEORY OF CORPORATE GOVERNANCE: A COMPARATIVE ANALYSIS Katharine V. Jackson* Most of the groups and individuals affected by the behavior of American public corporations do not have a voice in their governance. Just as governments retreat from regulating these entities, whether by political choice or as a result of globalization and regulatory arbitrage,1 stakeholders' 2 ability to shape corporate behavior themselves remains weak. Government empowers only one corporate stakeholder group- employees-to bargain with corporations for terms in their own interest. 1. See Eugene D. Genovese, Secularism in the General Crisis of Capitalism, 42 AM. J. JURIS. 195, 202 (1997) (multinational corporations are coming to control the "world economy, over which.,.. centralized national governments have less and less control."); Larry CatA Backer, Multinational Corporations, TransnationalLaw: The United Nations ' Norms on the Responsibilities of Transnational Corporations as a Harbinger of Corporate Social Responsibility in International Law, 37 CoLUM. -
Internal Audit Report Stakeholder Management October 2020
Internal Audit Report Stakeholder Management October 2020 Contents 01 Introduction 02 Background 03 Key Findings 04 Areas for Further Improvement and Action Plan Appendices A1 Audit Information In the event of any questions arising from this report please contact Peter Cudlip, Partner ([email protected]) or Darren Jones, Manager ([email protected]). Disclaimer This report (“Report”) was prepared by Mazars LLP at the request of the Information Commissioners Office (ICO) and terms for the preparation and scope of the Report have been agreed with them. The matters raised in this Report are only those which came to our attention during our work. Whilst every care has been taken to ensure that the information provided in this Report is as accurate as possible, We have only been able to base findings on the information and documentation provided and consequently no complete guarantee can be given that this Report is necessarily a comprehensive statement of all the weaknesses that exist, or of all the improvements that may be required. The Report was prepared solely for the use and benefit of the Information Commissioners Office (ICO) and to the fullest extent permitted by law Mazars LLP accepts no responsibility and disclaims all liability to any third party who purports to use or rely for any reason whatsoever on the Report, its contents, conclusions, any extract, reinterpretation, amendment and/or modification. Accordingly, any reliance placed on the Report, its contents, conclusions, any extract, reinterpretation, amendment and/or modification by any third party is entirely at their own risk. Please refer to the Statement of Responsibility in Appendix A1 of this report for further information about responsibilities, limitations and confidentiality. -
Deloitte.Co.Za Conducted
Stakeholder Engagement 1 Next Introduction Important stakeholder groups are inherently known to An Integrated Report is a single report that the companies and most companies are interacting with International Integrated Reporting Council (IIRC) these stakeholder groups in some form or another as a anticipates will become an organisation’s primary report. matter of course. Such engagement happens in different This primary report needs to tell the overall story of the formats and at various levels in any organisation, and company by providing material and relevant information the process has been embedded in sound business specifically aimed at the general needs of wide range of practices for some time. However, this process is often key stakeholders, within the context of an ever-evolving ad-hoc at many companies without a formal structure business, social and physical environment. and process in place. Business leaders and managers will normally be able to list their key stakeholders and One of the fundamentals of the Integrated Reporting concerns, but not furnish the structure and process of process is stakeholder engagement. It is the key starting engagement as easily. point for a company, not only in terms of its corporate reporting cycle, but also connects to its business strategy The value of the stakeholder engagement process can and demonstrates how a company is responsive to the be greatly enhanced while the risk of missing important legitimate needs and concerns of key stakeholders. But perspectives – which may negatively affect reputation let’s start with the definition: what are stakeholders and and cause embarrassment or worse – be reduced by what is stakeholder engagement? formalising the implementation of a formal stakeholder engagement policy. -
Survey of Stakeholder Perspectives of Audit Quality – Detailed Discussion of Survey Results
IFAC Board Survey on Audit Quality Prepared by the Staff of the IAASB December 2012 Survey of Stakeholder Perspectives of Audit Quality – Detailed Discussion of Survey Results This document was prepared by the Staff of the International Auditing and Assurance Standards Board (IAASB). This IAASB develops auditing and assurance standards and guidance for use by all professional accountants under a shared standard-setting process involving the Public Interest Oversight Board, which oversees the activities of the IAASB, and the IAASB Consultative Advisory Group, which provides public interest input into the development of the standards and guidance. The objective of the IAASB is to serve the public interest by setting high-quality auditing, assurance, and other related standards and by facilitating the convergence of international and national auditing and assurance standards, thereby enhancing the quality and consistency of practice throughout the world and strengthening public confidence in the global auditing and assurance profession. The structures and processes that support the operations of the IAASB are facilitated by the International Federation of Accountants (IFAC). Copyright © December 2012, February 2014 by the International Federation of Accountants (IFAC). For copyright, trademark, and permissions information, please see page12. A Framework for Audit Quality Survey of Stakeholder Perspectives of Audit Quality – Detailed Discussion of Survey Results 1. Some academics have observed that audit involves both a technical component and a service component. The relative importance of these two components is likely to vary between different stakeholder groups. 2. The technical component of audit quality is often considered as having been achieved when there is a high probability that an auditor will both (a) discover a misstatement in the client’s financial statements, and (b) report that misstatement. -
STAKEHOLDER EXPECTATIONS of AUDIT the Audit Quality Forum Brings Together Representatives of Auditors, Investors, Business and Regulatory Bodies
EVOLUTION STAKEHOLDER EXPECTATIONS OF AUDIT The Audit Quality Forum brings together representatives of auditors, investors, business and regulatory bodies. Its purpose is to encourage stakeholders to work together by promoting open and constructive dialogue in order to contribute to the work of government and regulators and by generating practical ideas for further enhancing confidence in the independent audit. The completed programmes of Supporting Shareholder Involvement and Fundamentals of the Audit Quality Forum lead naturally to further work on the evolution of the audit. The forum’s Evolution work programme covers the changing environment in which auditors work, the reporting relationship between auditors and the audit committee and how the differing interests of stakeholders and their expectations of audit can be reconciled. Anyone interested in providing feedback on this paper should send their comments to [email protected]. Further information on the Audit Quality Forum, the current work programme and how to get involved is available at www.auditqualityforum.com or telephone 020 7920 8493. December 2008 © Institute of Chartered Accountants in England and Wales Dissemination of the contents of this paper is encouraged. Please give full acknowledgement of source when reproducing extracts in other published works. No responsibility for any persons acting or refraining to act as a result of any material in this paper can be accepted by the ICAEW, the Audit and Assurance Faculty or authors. ISBN 978-1-84152-633-1 Cover image: SPL -
The Challenge of Compliance in Life Sciences Moving from Cost to Value
The challenge of compliance in life sciences Moving from cost to value To start a new section, hold down the apple+shift keys and click to release this object and type the section title in the box below. Contents Foreword 1 Executive summary 3 Overview of compliance 4 Compliance insights 6 The future of compliance 18 Glossary 19 Contacts 20 The Deloitte Centre for Health Solutions The Deloitte Centre for Health Solutions, part of Deloitte UK, generates insights and thought leadership based on the key trends, challenges and opportunities within the healthcare and life sciences industry. Working closely with other centres in the Deloitte network, including the US centre in Washington, our team of researchers develop ideas, innovations and insights that encourage collaboration across the health value chain, connecting the public and private sectors, health providers and purchasers, and consumers and suppliers. In this publication, references to Deloitte are references to Deloitte LLP, the UK member firm of DTTL. To start a new section, hold down the apple+shift keys and click to release this object and type the section title in the box below. Foreword Welcome to the Deloitte UK Centre for Health Solutions’ report on The challenge of compliance in life sciences: Moving from cost to value. Seeing the challenges that life sciences clients face in responding to an increasingly complex regulatory environment led us to launch an independent research initiative which set out to identify: • how well the industry understands the totality of its compliance risks • how compliance is managed and implemented within life sciences companies • what the future of compliance looks like. -
Journal of GXP Compliance, Vol.13 No. 1 (Winter 2009), Pp. 79-89
Page 79 “Framework for Continuous Improvement,” Journal of GXP Compliance, Vol.13 No. 1 (Winter 2009), pp. 79-89. Gordon Welty This article considers occasions that lead to the • Regulatory investigators continuous improvement of GMP processes and the • Health care providers revision of SOPs. Five groups of stakeholders in the • Patients and other health care consumers. sphere of FDA-regulated industry are identified: operational employees, quality unit auditors, regulatory investigators, health care providers, and In brief, operational staff manufacture the patients. The kinds of observations that tend to be regulated product, be it a drug, medical device, associated with each of these stakeholders are: nutritional supplement, etc. The quality auditors escalated events tend to be associated with employees; function independently to monitor the activities internal audits with auditors; 483 observations with of operational staff as well as the quality regulatory investigators; adverse events with health attributes—the safety, identity, strength, purity, care providers; and customer quality complaints with and quality (SISPQ) of the product. Agency patients. These observations initiate an investigation investigators in turn regulate the activities of and revising process that varies in emphasis but that both operational and quality staffs. Healthcare has an underlying logic. An observation is typically providers prescribe the product, and patients escalated, triaged, and can become the basis of an investigation and root cause analysis. At the utilize the product. conclusion of the investigation, remediation can be proposed in the form of CAPA, and may ultimately Any member of these groups can make an lead to the revision of an SOP. A diligent approach to observation that may bring about an revision promotes the continuous improvement of the investigation and root cause analysis. -
GLOBAL SUSTAINABILITY SOLUTIONS Sustainability Solutions
GLOBAL SUSTAINABILITY SOLUTIONS Sustainability Solutions Companies are increasingly facing challenges in their sourcing, production and distribution chains, as well as addressing consumers’ expectations for corporate sustainable responsibility of their products, services and behaviors. Intertek’s Total Quality Assurance proposition recognizes that with increasing value chain complexity, our clients need a trusted partner and integrative sustainable solutions that provide confidence and peace of mind. Our services range from solutions to address immediate environmental, social and ethical compliance to the development of strategic portfolio initiatives, such as stakeholder engagement programs, sustainable supply chain management tools, reporting and assurance. Our proven value chain expertise, global network and on-the-ground local knowledge help our customers with increased transparency to manage risk and resiliency, whilst supporting their ability to operate effectively and act responsibly. Our customers trust us to ensure quality, safety and sustainability in their business, to protect their brands and to help them gain competitive advantage. We not only provide valuable insight into companies’ current sustainability needs, we identity emerging trends, enabling our customers to manage the circular economy in their business and safeguard their reputation. Through our global network of Sustainability Experts and integrated Assurance, Testing, Inspection, and Certification solutions, Intertek is uniquely placed to help organisations understand, -
Guidance Document for Social Accountability 8000 (Sa8000®:2014)
GUIDANCE DOCUMENT FOR SOCIAL ACCOUNTABILITY 8000 (SA8000®:2014) RELEASE DATE: MAY 2016 SOCIAL ACCOUNTABILITY INTERNATIONAL 15 WEST 44TH STREET, 6TH FLOOR NEW YORK, NY 10036 WEBSITE: WWW.SA-INTL.ORG EMAIL: [email protected] CONTENTS CONTENTS ............................................................................................................................................................. 1 INTRODUCTION TO THE SA8000:2014 GUIDANCE DOCUMENT .............................................................................. 3 HOW TO READ THIS DOCUMENT ....................................................................................................................................... 3 1. CHILD LABOUR ................................................................................................................................................... 5 RELEVANT SA8000 DEFINITIONS ...................................................................................................................................... 5 SA8000 REQUIREMENTS................................................................................................................................................. 5 BACKGROUND AND INTENT .............................................................................................................................................. 5 IMPLEMENTATION GUIDANCE ........................................................................................................................................... 8 AUDITOR GUIDANCE ....................................................................................................................................................