Actions to address risks and opportunities Assessing Business Risk … · 2020-05-31 · Actions to address risks and opportunities Assessing Business Risk and Impact of Potential

Actions to address risks and opportunities Assessing Business Risk and Impact of Potential Emergencies

prepared by M. Maas approved by P. Weissenfels chapter / rev date file C:\Users\E1165171\Documents\Documents Backup\Aberdeen\QA

Manual\QEHS_Risk Assessment_2015.docx 6.1 / 00 Jan. / 2016 QEHS Manager European Regional Service Director Distribution & Service Europe & Africa month / year page 1 of 13

Pentair Manufacturing UK Ltd., Aberdeen Sales & Service Center and its affiliated Service Sites has planned and implemented actions to address risks and opportunities. Address-ing both risks and opportunities established the basis for increasing the effectiveness of the QEHS management system, achieving improved results and preventing negative ef-fects. Opportunities can arise as a result of a situation favourable to achieving an intended re-sult, for example, a set of circumstances that allow the organization to attract customers, develop new products and services, reduce waste or improve productivity. Actions to ad-dress opportunities can also include consideration of associated risks. Risk is the effect of uncertainty and any such uncertainty can have positive or negative effects. A positive de-viation arising from a risk can provide an opportunity, but not all positive effects of risk re-sult in opportunities.

A key part of this process is the assessment of the potential risks to the business which could be caused through disasters or emergency situations. It is necessary to consider all the possible incidents and the impact each may have on the organisation's ability to con-tinue to deliver its normal business services. This Risk Assessment will examine the pos-sibility of serious situations disrupting the business operations and the potential impact of such events. Applied Probability / Impact Rating

PROBABILITY RATING IMPACT RATING SCORE LEVEL SCORE LEVEL

1 VERY HIGH 1 TERMINAL 2 HIGH 2 DEVASTATING 3 MEDIUM 3 CRITICAL 4 LOW 4 CONTROLLABLE 5 VERY LOW 5 IRRITATING

1. Emergency Incident Assessment

1.1 Environmental Disasters Potential environmental disasters have been assessed as follows:

POTENTIAL DISASTER PROBABILITY RATING

IMPACT RATING BRIEF DESCRIPTION OF POTENTIAL CONSEQUENCES

� Fire

VERY LOW DEVASTATING Fires are often devastating and can be start-ed through a wide range of events which may be accidental or environmental. The impact on the business will vary depending on the severity of the fire and the speed within which it can be brought under control. A fire can cause human injury or death and damage can also be caused to records and equipment and the fabric or structure of premises.

� Electrical storms & Heavy Thunderstorms

MEDIUM CRITICAL The impact of lightning strikes can be signifi-cant. It can cause disruption to power and can also cause fires. It may also damage electrical equipment including computer




systems. Structural damage is also possible through falling trees or other objects.

� Freezing Conditions

LOW CONTROLLABLE Freezing conditions can occur in winter peri-ods and the effects can be devastating. Where temperatures fall in excess of - 30° Centigrade they can create conditions which significantly disrupt businesses and even cause death or injury. Businesses and homes can be seriously affected through burst pipes, inadequate heating facilities, disruption to transportation and malfunction-ing equipment. Work undertaken outside of buildings in the open environment will obvi-ously be seriously affected.

� Epidemic

VERY LOW CONTROLLABLE An epidemic can occur when a contagious illness affects a large number of persons within a country or region. This can have a particularly devastating short term impact on business through a large number of persons being absent from work at the same time. Certain illnesses can have a longer term effect on the business where long term illness or death results.

� Heat

MEDIUM CRITICAL Heat conditions can occur in summer periods and the effects can be devastating. Where temperatures rise in excess of + 30° Centi-grade they can create conditions which signif-icantly disrupt businesses. Businesses and homes can be seriously affected through malfunctioning equipment, e.g. hard ware in the server room. Work undertaken in- and outside of buildings will obviously be seriously affected.

� Earthquake

VERY LOW IRRITATING Earthquakes are caused by a shifting of the earth’s rock plates beneath its surface result-ing in violent shaking and movement of the earth’s upper surface. Severe earthquakes can destroy power and communication lines and disrupt gas, water and sewerage ser-vices. Significant damage to structures can occur including total collapse of buildings, bridges or other elevated structures. Earth-quakes can also bring landslides, damage to dams, and aftershocks and resulting damage can hinder rescue efforts. In addition to being trapped in a collapsing building, of particular danger to human life is the possibility of falling glass or other objects.

1.2 Organised and/or Deliberate Disruption

Potential disasters resulting from 'organised disruption' have been assessed as follows:


IMPACT RATING

BRIEF DESCRIPTION OF POTENTIAL CONSEQUENCES

� Act of Sabotage

VERY LOW CONTROLLABLE An act of sabotage is the deliberate seri-ous disruption of an organization’s activi-ties with an attempt to discredit or finan-




cially damage the organization. Business will often be immediately and seriously affected by successful acts of sabotage. This can affect the normal operations and also serve to de-stabilize the workforce. An internal attack on the IT systems through the use of malicious code can be considered to be an act of sabotage.

� Theft

VERY LOW CONTROLLABLE This hazard could range from the theft of goods or equipment to the theft of money or other valuables. In addition to possibly financially damaging the organization, theft can cause suspicion and uncertainty with the workforce where it may be believed that one or more of them could have been involved.

� Arson

VERY LOW DEVASTATING Arson is the deliberate setting of a fire to damage the organization’s premises and contents. As this can cause both loss of premises and loss of goods and other assets, this can be highly disruptive to the organization.

� Labour Disputes / Industrial Action

VERY LOW CONTROLLABLE This disruptive threat is the withdrawal of labor or working to rule usually organized by a union to which employee groups may belong. It can follow a dispute between the workers and the management of a company which has not been resolved. A withdrawal of labor is often accompanied by picketing across the entrance of the company’s premises to try to discourage anyone from entering. This sort of action is highly disruptive to the business and normally results in a shutdown of the business until the dispute is resolved.

1.3 Loss of Utilities and Services

Potential disasters as a result of loss of utilities and services have been assessed as fol-lows:

POTENTIAL DISASTER PROBABILITY

RATING IMPACT RATING


� Electrical power failure

MEDIUM CRITICAL All organizations depend on electrical power to continue normal operations. Without power the organization’s comput-ers, lights, telephones and other commu-nication medium will not be operational and the impact on normal business opera-tions can be devastating. All organisa-tions should be prepared for a possible electrical power failure as the impact can be so severe. Data can be lost, custom-ers can be lost and there can be a serious impact on revenue. Pre-planning is es-sential as a regional outage can cause a shortage of back up electrical generators. Consideration should be given to installing




UPS systems to avoid brownouts.

� Loss of water supply

VERY LOW CONTROLLABLE The loss of the water supply is likely to close down a business premises until the supply is restored. Where the water is used in the production process this is particularly serious. The loss of water supply is also a health and safety issue as minimum sanitary needs cannot be met. This is often caused through a fault in a water supply route.

� Petroleum and oil shortage

VERY LOW IRRITATING For most countries in the world, a petrole-um shortage can occur at any time. This has a serious impact on businesses as rationing is likely to be imposed immedi-ately affecting transportation and the normal operations of diesel or petrol fueled machinery. For example, this type of shortage can be caused by a sudden reduction in production output imposed by one of the OPEC members. It could also be caused through the short-term failure of a refinery, thereby affecting output of particular grades of fuel.

� Communications services breakdown

MEDIUM CRITICAL Most businesses are fully dependent upon their telecommunications services to operate their normal business processes and to enable their networks to function. A disruption to the telecommunications services can result in a business losing revenue and customers. The use of cell-based telephones can help to alleviate this but the main reliance is likely to be on the land based lines.

� Loss of drainage / waste re-moval

VERY LOW CONTROLLABLE The loss of drainage or waste removal is likely to cause a serious sanitation and health issue for most businesses. This is likely to impact on the business through the possible loss of its workforce during the period where drainage services are not available. This, in turn, will have an immediate impact on revenue. A large number of businesses also rely on waste removal for its production processes and this will be impacted also.

1.4 Equipment or System Failure

Potential disasters as a result of equipment or system failure have been assessed as fol-lows:

POTENTIAL DISASTER PROBABILITY

RATING IMPACT RATING


� Internal power failure

MEDIUM CRITICAL An internal power failure is an interruption to the electrical power services caused through an internal equipment or cabling failure. This type of fault will need to be repaired by a qualified electrician and delays will inevitably impact on the busi-ness process. Where particularly serious faults have occurred, such as damage to




main cables, the repairs could take some time and could have a severe effect on the business.

� Air conditioning failure

MEDIUM DEVASTATING An air conditioning (AC) failure could have serious consequences where the AC unit is protecting particularly sensitive equipment such as a main computer processing unit (e.g. the European file server), and the rise in temperature could cause the equipment to fail and be damaged. Portable AC equipment may possibly be used as back up.

� Production line failure

LOW CONTROLLABLE Mechanical or electronic failure on an organization’s production line can have serious financial consequences. This is a particularly critical problem where the equipment needs to be replaced and is not easily repairable. The workforce may need to be laid off until the problem is rectified and sales and customers lost.

� Equipment failure (excluding IT hardware)

LOW CONTROLLABLE All businesses rely on a whole range of different types of equipment in order to run their business processes. In many cases, it is possible to move to alternative process-es to enable the business processes to continue but this requires considerable planning and preparation.

1.5 Serious Information Security Incidents Potential disasters as a result of serious Information Security incidents have been as-

sessed as follows:


IMPACT RATING


� Cyber crime

LOW CRITICAL Cybercrime is a major area of information security risk. It includes attacks by hackers, denial of service attacks, virus attacks, hoax virus warnings and premeditated internal attacks. All cybercrime attacks can have an immediate and devastating effect on the organization’s normal business processes. The average cost of an infor-mation security incident has been estimat-ed at US$30,000 and over 60% of organi-zations are reported to experience one or more incidents every year.

� Loss of records or data

LOW CRITICAL The loss of records or data can be particu-larly disruptive where poor backup and recovery procedures result in the need to re-input and re-compile the records. This is normally a slow process and is particularly labor intensive. This can result in an in-crease in costs through additional working hours and a great deal of embarrassment where information is unexpectedly not available.

� Disclosure of sensitive infor-mation

VERY LOW CONTROLLABLE This is a serious information security inci-dent which can result in severe embar-




rassment, financial loss, and even litigation where damage has been caused to some-one’s reputation or financial standing. Further types of serious disclosure involve secret patent information, plans and strate-gic directions, secret recipes or ingredients, information disclosed to legal representa-tives etc. Deliberate unauthorized disclo-sure of sensitive information is also re-ferred to as espionage.

� IT system failure

LOW devastating With the almost total level of dependence on IT systems within the vast majority of businesses, a failure to these systems can be particularly devastating. The types of threats to computer systems are many and varied, including hardware failure, damage to cables, water leaks and fires, air condi-tioning system failures, network failures, application system failures, telecommuni-cations equipment failures etc.

1.6 Other Emergency Situations Other potential emergency situations have been assessed as follows:


IMPACT RATING


� Public transportation disruption

LOW CONTROLLABLE Disruption to public transport has a major effect on businesses through the inability of employees to get to their normal place of work. This disruption can be caused through major accidents, industrial action, equipment failure, bad weather conditions and major preventative repairs. Difficult travelling condi-tions increase absenteeism as well as lower morale and productivity.

� Neighbourhood hazard

VERY LOW IRRITATING A neighborhood hazard is defined as a dis-ruptive event in the close vicinity which di-rectly or indirectly affects your own premises and employees. An example would be a seepage of hazardous waste from a neigh-boring factory or the escape of toxic gases from a local chemical plant. Health and safety regulations require that the organiza-tion take suitable action to protect its em-ployees. This may have severe disruptive implications for the business particularly where it can take some time to clear the hazard.

� Health and Safety Regulations

LOW CONTROLLABLE For organizations that do not properly and fully observe all the necessary Health and Safety Regulations, a complaint or an inspec-tion can result in the operation being com-pletely closed down until the situation is corrected. This could result in substantial delays on major projects with significant financial implications. Organizations should ensure that they meet the necessary regula-tions and requirements at all times.




� Employee morale

LOW CONTROLLABLE A large number of internal or external factors can have a direct impact on the level of employee morale. This can often arise where there is a combination of poor management, uncertainty and difficult working conditions. Productivity will be affected and employee turnover is likely to rise.

� Mergers and acquisitions

LOW CONTROLLABLE Mergers and acquisitions can be extremely de-stabilizing on the employees of both businesses involved. Employees may be uncertain about how they will be affected or even whether they are about to lose their jobs. Unless well managed, the effect on the staff could be considerable with a dramatic lowering of morale and productivity.

� Negative publicity

LOW CONTROLLABLE Unfavorable press comments can result in a lowering of employee morale or a loss of customers. Any company can suffer from negative publicity and an internal crisis is best resolved from within, prior to the media feeding of the uncertainties and disputes. Reports may also be inaccurate, particularly where reliable information is not available, and therefore, well-worded press statements may be issued to quieten down adverse reports. Information can be leaked to the press from disgruntled employees and indus-try competitors.

� Legal problems

VERY LOW CONTROLLABLE Legal problems are both time consuming and expensive. Organizations can experience a wide range of legal issues including sexual harassment, contract disputes, copyright disputes, health and safety regulations and discrimination. It is important that organiza-tions are fully aware of their legal duties and the rights of their employees.

2. Business Risk Assessment

2.1 Key Business Processes The following is a descriptive list of the organisation's key business areas, in order of im-portance to the business, together with a brief description of the business process and main dependencies.

KEY BUSINESS AREA (IN ORDER OF IMPORTANCE)

BRIEF DESCRIPTION OF BUSINESS PROCESS

MAIN DEPENDENCIES

1 Pre-sales (incl. E-commerce processes, E-mail based communications, other on-line real-time customer services)

Obtaining customer inquiries and creation of quotations

CRM, VAM, Pentair eDgeTM

2 Sales and Sales Administration Order handling SAP, CRM, VAM, Pentair eDgeTM

3 Production/service processes (incl. production line, supply chain, customer service handling, quality control mecha-nisms, research and development activi-

Picking, assembly & testing, sourcing, service, packaging and dispatch

Material availability, SAP, HR




ties)

4 Human Resources Management Provide adequately trained staff and resources

Availability of resources

5 Premises (incl. maintenance and support services)

Perform preventive maintenance of facility and equipment, asset management

Partially legislative aspects (e.g. EHS)

6 Finance and treasury (incl. accounting and reporting, internal audit, strategic and business planning activities)

Perform invoicing, AR & AP management, securities, guarantees, budgeting and reporting

SAP, legislative aspects, Pentair policies

7 Information technology services Provide ERP-mainframe systems, hard & software

Availability of server, router, network, hard and software

8 Marketing and public relations

Creation and in- and external distribution of product and company data

CRM, Internet

2.2 Establish Time-Bands for Business Service Interruption Management Time-bands for measuring periods when normal business services are unavailable have been established, as follows. These periods of measurement are applied to each key business process and an assessment made of the financial and operational impact for outages later in the Risk Assessment.

TIME BAND PERIOD OF MEASUREMENT

1 Up to 2 hours

2 2 – 24 hours

3 24 – 48 hours

4 2 – 5 days

5 More than 5 days

2.3 Operational Impact

For each key process it has been necessary to make an assessment of the operational impact of disruption to normal business operations.

BUSINESS PROCESS

TIME-BAND

1 2 3 4 5

< 2 hours 2 – 24 hours 24 – 48 hours

2 – 5 days > 5 days

Obtaining customer inquiries and crea-tion of quotations

�

Order handling �

Picking, assembly & testing, sourcing, service, packaging and dispatch, cycle count

�

Provide adequately trained staff and resources

�




Perform preventive maintenance of facility and equipment, asset manage-ment

�

Perform invoicing, AR & AP manage-ment, securities, guarantees, budgeting and reporting

�

Provide ERP-mainframe systems, hard & software

�

Creation and in- and external distribu-tion of product and company data

�

BUSINESS PROCESS:

Obtaining customer inquiries and creation of quotations

TIME-BAND

1 2 3 4 5

Impact on Customer Services �

Loss of Customers �

Loss of Revenue �

Potential Additional Costs of Recovery �

Exposure to Penalty Clauses n/a

Exposure to Possible Litigation �

Loss of Key Information �

Negative Financial Impact �

BUSINESS PROCESS:

Order handling

TIME-BAND

1 2 3 4 5



Loss of Revenue �


Exposure to Penalty Clauses �




BUSINESS PROCESS:

Picking, assembly & testing, sourc-ing, service, packaging and dispatch, cycle count

TIME-BAND

1 2 3 4 5



Loss of Revenue �









BUSINESS PROCESS:

Provide adequately trained staff and resources

TIME-BAND

1 2 3 4 5



Loss of Revenue �


Exposure to Penalty Clauses n/a

Exposure to Possible Litigation n/a

Loss of Key Information n/a

Negative Financial Impact n/a

BUSINESS PROCESS:

Perform preventive maintenance of facility and equipment, asset man-agement

TIME-BAND

1 2 3 4 5



Loss of Revenue �






BUSINESS PROCESS:

Perform invoicing, AR & AP man-agement, securities, guarantees, budgeting and reporting

TIME-BAND

1 2 3 4 5

Impact on Customer Services

Loss of Customers

Loss of Revenue �






BUSINESS PROCESS:

Provide ERP-mainframe systems, hard & software

TIME-BAND

1 2 3 4 5






Loss of Revenue �






BUSINESS PROCESS:

Creation and in- and external distri-bution of product and company data

TIME-BAND

1 2 3 4 5



Loss of Revenue �






3. Business risks due to the dependency and impacts on natural capital of the oil and gas

sector 3.1 Introduction The oil and gas industry is comprised of companies with different ownership structures; some are nationally owned (e.g. Saudi Aramco), some are private companies (e.g. Hunt Oil) and some are fully or part listed (e.g. BP). The value of publicly listed companies is a function of the quantity of products they can, and are expected to produce (in turn based on the reserves to which the company has access), and the cost of production relative to regional or global crude oil and natural gas prices. In general, National Oil Companies (NOCs) have access to the most easily extracted reserves with breakeven production costs at or below $60 per barrel. The publicly traded major oil companies (Exxon Mobil, Royal Dutch Shell, Chevron, BP and Total) who control a smaller proportion of the world’s reserves, but who produce a large amount of oil and gas, generally have higher breake-ven production costs; they often develop projects requiring crude oil prices of over $60 per barrel to remain economic. 3.2 Renewable energy regulation In some countries, renewable energy policies and the growth in renewable energy capaci-ty have already had a major impact on domestic electricity markets. In some cases, these policies have led to less favourable returns for fossil-fuel based technologies, particularly




coal; in other cases, they have actually spurred investment in flexible electricity generation - including gas - as a result of the need for capacity to cope with the intermittency of re-newable electricity generation. 3.3 Natural gas Natural gas markets are more diverse than oil, although the primary use is in electricity generation where the global share of electricity produced from gas has increased by 1.4% per annum between 2005 and 2012. For investors, the impact on the gas industry from the decarbonisation of the electricity sector presents a difficult challenge; although gas power generation has a lower carbon footprint than coal, decarbonizing the electricity sec-tor does not guarantee that more gas-fired power stations will be built and operated. On a per unit output basis, some renewable electricity sources are projected to become cheaper to build and run than conventional fossil fuel power stations in the near term. This is likely to support the continued significant growth in global renewable energy capacity that has been witnessed in the last decade. All else being equal, increasing renewable electricity generation would reduce demand for fossil fuels - including gas - from the elec-tricity sector and would, in turn, affect gas prices and gas company revenues. In order to manage the intermittency of renewables ‘back-up’ capacity may be required to ensure that demand can be matched at all times. 3.4 Economic impact Consuming countries will benefit from cheap oil and gas while producing countries are likely to lose out (at least in the short term). Lower prices mean that the billions of dollars the United States and Europe would have transferred to producing countries will, instead, be spent and/or invested in their domestic economies. These ‘saved funds’ can be used to stimulate the economy and generate jobs. On the other hand, low prices might negatively impact (slow or even undermine) the shale revolution. Shale/tight oil and production from the North Sea are expensive. Pentair Manufacturing UK Ltd., Aberdeen Sales & Service Center and its affiliated Service Sites offers and performs services for the upstream and downstream of the Oil & gas markets, the petrochemical industry as well as for the energy generation, storage and dis-tribution market and is therefore in a relatively high degree dependent on the economics of the customers in that markets, which are themselves have a high dependency on the Oil & gas price and also on the regulatory influences on the energy sector.


IMPACT RATING BRIEF DESCRIPTION OF POTENTIAL CONSEQUENCES

� Economic impact of low Oil & gas price

HIGH CRITICAL Lower prices mean that the billions of dollars the United States and Europe would have transferred to producing countries will, in-stead, be spent and/or invested in their do-mestic economies.




4. Countermeasures and opportunities The assumptions of this assessment are collected and supported by the belonging "High level"-Service Process Failure Modes and Effects Analysis (FMEA).

"High level"-Service Process Failure Modes and Effects Analysis (FMEA)

ISO 9001:2015 requirement: Actions to address risks and opportunities

Rev.: 00, January 2016

Process Step

System-elementPotential Failure Mode Potential Failure Effects Potential Causes Current Controls S O D RPN Actions Recommended Responsible Actions Taken S O D RPN

Obtaining customer

inquiries and creation of

quotations

running out of orders,

interruption of sales

workflow

missing or mailfunction of

CRM, VAM, Pentair eDgeTM

electrical power failure,

network or servcer failout,

software fault

SLA contracts, usage of UPS,

backups on notebooks3 3 10 90

analyse usage rating and

ensure redundant server

environment

EMEA Corp. IT

IT-GBL-PO07 "SR.1

Backup Management

Policy"

1 1 10 10

Order handling missing shopfloor papers

missing or mailfunction of

SAP, CRM, VAM, Pentair

eDgeTM



software fault





environment

EMEA Corp. IT

IT-GBL-PO07 "SR.1

Backup Management

Policy"

1 1 10 10

Picking, assembly &

testing, sourcing, service,

packaging and dispatch

workflow interruptionmissing material availability,

SAP, HR

material planning failure,

supplier failure

stock taking, permanent

cycle count4 3 10 120

run consumption driven

stocking policy (ATP), use

POP module of SAP

Material ManagementSAP trainings

performed1 1 10 10

Provide adequately

trained staff and

resources

missing qualified resourcesmissing or inadequately

trained resources

missing analysis of needed

qualifications and resourcestraining matrix 3 1 10 30

improve training matrix

continuously

Operation Service

Management & HR

use of Intelex to

follow up1 1 10 10

Perform preventive

maintenance of facility

and equipment, asset

management

mailfunction of needed

equipment

Partially legislative aspects

(e.g. EHS)

poor maintenance, no

predictive maintenance,

service intervals not kept

preventive maintenance,

SLA with service providers

and OEMs

2 1 10 20

implement Lean TPM tools

and methods, assess JOP for

TPM

Operational

Management & Lean

Ranger

scheduled to perform

self assessment in

2016

1 1 10 10

Perform invoicing, AR &

AP management,

securities, guarantees,

budgeting and reporting

serious cash flow

interruptions

SAP, legislative aspects,

Pentair policies



software fault

redundant data at SSC's 2 1 10 20



environment

EMEA Corp. IT

IT-GBL-PO07 "SR.1

Backup Management

Policy"

1 1 10 10

Provide ERP-mainframe

systems, hard & software

complete failout of

administration workflows

missing availability of

server, router, network,

hard and software



software fault





environment

EMEA Corp. IT

IT-GBL-PO07 "SR.1

Backup Management

Policy"

1 1 10 10

Creation and in- and

external distribution of

product and company

data

missing item master filesmissing or mailfunction of

CRM, Internet

wrong or incomplete item

master data in ERP-system

redundant data at

engineering SSC's3 2 5 30



environment

Engineering & EMEA

Corp. IT

IT-GBL-PO07 "SR.1

Backup Management

Policy"

1 1 5 5

receving orders degcreasing order volume dropping oil & gas pricereduced maintennace

budgets

regularly sales forecast

meetings5 3 10 150

increase service portofolio

for non O&G products,

perform SWOT analysis

Sales Manager &

Global Service Strategy

Management

first initiatives started,

e.g. Shell Global SFA3 3 10 90

RPN = risk priority number of failure mode gives you an overview how critical a failure mode will be (1-250)

S = severe of the consequences caused by the mentioned failure 1 (Very Low) - 5 (Terminal)

O = occurence of the failure 1 (Very Low) - 5 (Terminal)

D = detection rate of the failure 10 (only through visual controls) - 1 (detection of failure before occurence)

This "High Level" Service Process FMEA has not the pretension of completeness regarding all possible kinds of risks and opportunities which might occur!

prepared by: M. Maas - QEHS Manager European Distribution and Service approved by: P. Weissenfels - Regional Service Director Europe and Africa High level Service Process Failure Modes and Effects Analysis (FMEA).xlsx

Responsibility matrix of management functions (Zuständigkeitsmatrix der Führungsfunktionen)

QM-requirements acc.

DIN EN ISO 9001:2015

Sales Material Management Finanz & Human resources General Management

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4. Context of the organization

4.1 Understanding the organization and its context

I I I I I I I I I I I I I I I I I R/C S

4.2 Understanding the needs and expectations of interested parties

I I R/C I I I I I I I I I I R/C I I R/C R/C S

4.3 Determining the scope of the quality management system - - - - - - - - - - - - - - - - - R/S R/C

4.4 Quality management system and its processes - - - - - - - - - - - - - - - - - R/S R/C

5. Leadership

5.1 Leadership and commitment I I I I I I I I I I I I I I I I I R/C S

5.1.1 General I I I I I I I I I I I I I I I I I R/C S/C

5.1.2 Customer focus C C C C I I I I C I I I I I I I C R/C S/C

5.2. Quality policy I I I I I I I I I I I I I I I I I R/C S/C

5.2.1 Establishing the quality policy I I I I I I I I I I I I I I I I I R/C S/C

5.2.2 Communicating the quality policy I I I I I I I I I I I I I I I I I R/C S/C

5.3 Organizational roles, responsibilities and authorities

I I I I I I I I I I I I I I I I I R/C S/C

Legend: Responsibility (R) Supervision (S) Competent (C) Information (I) Main emphasis

prepared by M. Maas approved by T. Schloesser chapter / rev. date file erstellt von geprüft von C:\Users\MMaas\Documents\Documents

Backup\QmHandbuch\QmHandbuch2014\ResponsibilityMatrix_2014.docx

05 / 01 Oct. / 2015 QA Manager Managing Director month / year page 1 of 7





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6. Planning

6.1 Action to address risks and opportunities I I I I I I I I I I I I I I I I I R/S R/C

6.2 Quality objectives and planning to achieve them I I I I I I I I I I I I I I I I I R/S R/C

6.3 Planning of changes - - - - - - - - - - - - - - - - - R/S R/C









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7. Support

7.1 Resources C C C C C C C C C C C C C C C C C R/C S

7.1.1 General I I I I I I I I I I I I I I I I I R/C S

7.1.2 People I I I I I C C C C I I I I I I I I R/C S

7.1.3 Infrastructure I I I I I R/C R/C R/C R/C I I I I I I I I R/C S

7.1.4 Environment for the operation of processes C C C C C C C C R/C C C C C C C C C R/C S

7.1.5 Monitoring and measuring resources I I I I I I I I I I I I I I I I I R/C S

7.1.6 Organizational knowledge I I I I I I I I I I I I I I I I I R/C S

7.2 Competence C C C C C C C C C C C C C C C C C R/C S

7.3 Awareness C C C C C C C C C C C C C C C C C R/C S

7.4 Communication - - - - - - - - - - - - - - - C C S/R S/C

7.5 Documented information - I I I - C C C C C C - - S - - C R S/C

7.5.1 General - - - - - - - - - - - - - - - C C S/R S/C

7.5.2 Creating and updating S/C S/C S/C S/C C S/C S/C S/C S/C S/C S/C S/C S/C S/C S/C S/C S/C R S/C

7.5.3 Control of documented Information S/C S/C S/C S/C I S/C S/C S/C S/C S/C S/C S/C S/C S/C S/C S/C S/C R S/C









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8. Operation

8.1 Operational planning and control - R - - - - - - I I R/C - - R - - - I S

8.2 Requirements for products and services R R/C R/C R/C I - I - I I I - - - - - R/C I S/C

8.2.1 Customer communication R/C R/C R/C R/C C - I - R/C R - - - - - - R/C R S/C

8.2.2 Determining the requirements for products and services

R R/C R/C R/C - - - - I I I - - - - - R/C I S/C

8..2.3 Review of the requirements for products and services I R/C R/C R/C - - I - I I I - - - - - R/C R S/C

8.2.4 Channges to requirements for products and services I R/C R/C R/C - - I - I I I - - - - - R/C R S/C

8.3 Design and development of products and services I I R R - - - - - - - - - - - - R/C I S

8.3.1 General - - - - - - - - - - - - - - - - R/C I S

8.3.2 Design and development planning - I - - - - - - - - - - - I - - R/C I S

8.3.3 Design and development Inputs R R R R - - - - - - - - - - - - R/C I S

8.3.4 Design and development controls - - - - - - C - C - - - - I - - R/C I S/C

8.3.5 Design and development outputs - - - - - - - - - - - - - - - - R/C I S

8.3.6 Design and development changes - - - - - - - - - - - - - - - - R/C I S









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8.4 Control of externally provided processes, products and services

- - - - - R/C C - C R - - I - - - R I S/C

8.4.1 General I I I I I I I I I R/S I I I I I I I I S/C

8.4.2 Type and extent of control - C - - - - C - - R/S - - - - - - R I S/C

8.4.3 Information for external providers - C - - - - C - - R/S - - - - - - R I S/C

8.5 Production and service provision - C - - - - C - - R/S - - - - - - R I S/C

8.5.1 Control of production and service provision - I - - - R/S R/S - R - I - - R - - R I S/C

8.5.2 Identification and traceability - C I I I R/C R/C C R I I - - - - - I - S/C

8.5.3 Property belonging to customers or external providers - R R R - R/C C C R - C - - - - - - - S

8.5.4 Preservation - - - - - R/C - R/C - I C - - - - - - - S

8.5.5 Post-delivery activities - R/S I - - - - - R/C - - - - - - - - - S

8.5.6 Control of changes - I I - - - - - - - - - - - - - R/C - S

8.6 Release of products and services - - - - - - I - - - I - - - - - R/C - S

8.7 Control of nonconforming outputs C C C C - C C C R/C C C C C C - - C R S/C









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9. Performance evaluation

9.1 Monitoring, measurement, analysis and evaluation C C C C I C C C C C C C C C C C C R S/C

9.1.1 General C R/C R/C R/C - - C - C - C - - R/C - C C R S/C

9.1.2 Customer satisfaction C R/C R/C R/C C - - - C - - - - - - - C R/C R/S

9.1.3 Analysis and evaluation C R/C R/C R/C C - - - C - - - - - - - R/C R/C R/S

9.2 Internal audit I I I I I I I I I I I I I I I I I R S/C

9.3 Management review I I I I I I I I I I I I I I I I I R/C S/C

9.3.1 General I I I I I I I I I I I I I I I I I R/C S/C

9.3.2 Management review inputs I I I I I I I I I I I I I I I I I R/C S/C

9.3.3 Management review outputs I I I I I I I I I I I I I I I I I R/C S/C









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10. Improvement

10.1 General C C C C I C C C C C C C C C C C C R S/C

10.2 Nonconformity and corrective action C C C C - C C C R/C C C C C C C C C R S/C

10.3 Continual improvement C C C C I C C C C C C C C C C C C R S/C





Context of the organization (Kontext der Organisation)

prepared by M. Maas approved by P. Weissenfels chapter / rev date file erstellt von geprüft von C:\Users\E1165171\Documents\Documents

Backup\QmHandbuchSabo\QMHandbuchSabo2014\KAP04_SABO_2014.docx

04 / 18 Oct. / 2015 Compliance Manager Managing Director month / year page 1 of 8

4 Context of the organization (Kontext der Organisation)

4.1 Understanding the organization and its context (Verstehen der Organisation und ihres Kontextes)

Der Zweck und die Vision des Unternehmens SABO-armaturen service GmbH als ein Unternehmen der Pentairs Valves & Controls sind gleich. Sie beantworten wa-rum wir machen was wir tun. Unser Ziel, die Lebensqualität von Menschen rund um die Welt zu verbessern, ermöglicht es, dass jede Mitarbeiterin und jeder Mitar-beiter von uns durch sein tägliches Handeln einen Unterschied machen, wenn wir täglich zur Arbeit kommen. Und die Vision unseres Konzerns, das nächste große Industrieunternehmen zu werden ist, bedeutet, dass wir die erste Wahl als Unter-nehmen für Kunden, Aktionäre und Talente werden möchten. Wir haben die Res-sourcen, die Lösungen und die Leute, um unseren Zweck zu erfüllen und unsere Vision zu realisieren. Unser externer Kontext beinhaltet, aber ist nicht beschränkt auf die: � kulturellen, politischen, legalen, regelwerkspezifischen, finanziellen, techno-

logischen, ökonomischen und Umweltanforderungen sowie das Wettbe-werbsumfeld, ob international, national, regional oder lokal;

� Schlüsselfaktoren und Trends, die Auswirkung auf die Ziele der Organisati-on haben; und

� Wahrnehmungen und Werte von externen Interessengruppen.

Unser interner Kontext beinhaltet, aber ist nicht beschränkt auf die: � Fähigkeiten, in Bezug auf Ressourcen und Wissen (z.B. Kapital, Zeit, die

qualifizierten Personen, Prozesse, Systeme und Techniken); � Informationssysteme, Informationsflüsse und Entscheidungsprozesse (so-

wohl formell als auch informell); � interne Interessensgruppen; � Politiken, Ziele und die Strategien, die eingeführt sind sie zu erreichen; � Wahrnehmungen, Werte und Kultur; � Standards und Referenzmodelle übernommen durch die Organisation; und

� Strukturen (z.B. Verwaltung, Rollen und Verantwortlichkeiten).

4.2 Understanding the needs and expectations of interested parties (Verstehen der Erfordernisse und Erwartungen interessierter Parteien)





Alles, das wir tun, wird von unserer Leidenschaft getragen, die Lebensqualität der Menschen zu verbessern. Da die demographischen Trends der Welt fortfahren, sich zu verschieben und steigende Nachfragen auf die Ressourcen der Welt be-stehen, liefert der Pentair Valves & Controls Konzern Lösungen, um seinen Kun-den zu helfen, den Bedarf dieser sich ändernden Welt - einer Welt, die mehr Ener-gie, Wasser und Nahrung fordert - zu decken

Die Ausrichtung um unseren Zweck, Vision, sowohl strategische und Betriebsprin-zipien als auch unsere “Win Right“-Werte herum ist das, was uns zur Hochleistung antreibt. Unsere obersten Prioritäten werden Bluechips genannt, die die Schlüs-selbereiche darstellen, die es uns ermöglichen, diese Höchstleistung zu erreichen. Die sog. „Blue Chips“ sind: � Das Verstärken einer Kultur der Höchstleistung � Das Anziehen, das Entwickeln und das Einsetzen von Talenten � Das Beschleunigen des Wachstums

Verstärken der Kultur

Unsere Kultur ist, wie wir unseren Zweck und unsere Vision realisieren und wie wir unsere Höchstleistung erreichen. Die Werte sind der Herzschlag, der unser Unter-nehmen zu 'Win Right’ vorantreibt, und PIMS ist das Standardwerkzeug, das kon-tinuierliche Verbesserungen liefert. Wir haben signifikante Zeit und Energie inves-tiert, um die kulturellen Attribute und eine Kultursprache zu festigen, die wir ver-wenden, um alle Angestellten von uns auf einem gemeinsamen Ansatz auszurich-ten. Jeder globale Geschäftsbereich und Funktion folgt der gleichen Kultur - wel-che, zusammen mit PIMS, Höchstleistung in allem, das wir tun ermöglicht.

Förderung von Wachstum

Wir fahren fort, als Unternehmen zu wachsen - und einige GBUs (globale Ge-schäftseinheiten) und einige Geschäftsfelder werden schneller als unsere Märkte wachsen. Basierend auf unserer Marktführerposition in vertikalen und geografi-schen Schlüsselmärkten, können wir unternehmensübergreifend höhere Wachs-tumsraten erreichen. Jeder GBU Präsident hat seine Schlüssel-“Blue Chips“ zur Förderung des Wachstums definiert, und wir sind diesbezüglich auf die attraktivs-ten Absatzmöglichkeiten ausgerichtet und beabsichtigen in diesen Wachstums-märkte zu investieren. Ferner werden wir auch weiterhin hierzu gezielte Sales Excellence Programme in jeder GBU und Region starten.

Entwicklung von Talenten

Die Fähigkeit neue Talente anzuziehen, weiter zu entwickeln und richtig einzuset-zen ist kritisch für unseren Erfolg. Wir werden daher weiterhin funktions- und regi-





onal übergreifend in die Verstärkung unserer Talente investieren. Wir werden Ent-wicklungswerkzeuge und Programme hinzufügen, die sicherzustellen, dass wir die besten PIMS-Werkzeuge anwenden, und dass jeder Angestellte versteht, wie er durch seine Arbeit die Leistung des Unternehmens steigern kann. Wir sind dazu entschlossen, mehr Talente in Schlüsselwachstumsbereichen anzuziehen, und, dass alle unsere Talenten in PIMS und unseren „Win Right“-Werte und Verhalten geschult sind.

“Win Right”-Werte und Verhalten

Sechs Werte definieren die ethischen Standards, die vorgeben wie wir individuell, gemeinsam und mit Partnern zusammenarbeiten:

Win

� Kunde kommt zuerst - Wir machen es unseren Kunden leicht, Geschäfte mit Pentair zu machen und halten unsere Verpflichtungen ihnen gegen über konsequent ein. � Leistungsverantwortung - Wir setzen hohe Maßstäbe bei der Leistung und engagieren uns persönlich dafür, dass die Arbeit erledigt wird. � Innovation und Anpassungsfähigkeit - Unser Ziel ist eine fortwährende Verbesserung, wobei wir uns an sich ändernde Umstände anpassen und neue Ideen anwenden.

Right

� Positive Energie - Wir blicken stets positiv in die Zukunft und übernehmen die Verantwortung für unseren Einfluss auf andere.

Wir � Respekt und Teamarbeit - Wir behandeln andere mit Respekt und Offen- heit; wir arbeiten mit anderen zusammen und stimmen uns mit ihnen ab, damit das ganze Team erfolgreich ist.





� Absolute Integrität - Wir verpflichten uns zur Einhaltung ehrlicher, ethi- scher Geschäftspraktiken in unserem Umgang mit Kunden, Geschäfts- partnern, Investoren, Gemeinden und untereinander.

PIMS (Pentair Integrated Management System)

PIMS liefert die Terminologie und die Werkzeuge, um sicherzustellen, dass wir die Leistung des gesamten Unternehmens nachhaltig verbessern.

Es enthält die sieben Transformationsprozesse oder Disziplinen

1. Strategieeinsatz 2. Transformationsplanung 3. 5S 4. Standardisierte Arbeit 5. Kontinuierlichen Fluss erzeugen 6. Materialfluss 7. Visuelles Management

4.3 Determining the scope of the quality management system (Festlegen des Anwendungsbereiches des Qualitätsmanagementsystem)

Das Qualitätsmanagementsystem gem. DIN EN ISO 9001:2015 liefert die Organi-sationsregeln und die Organisationsstruktur der SABO-armaturen service GmbH, die angewandt werden, für den in- und externen Kontext und Umfang unserer Or-ganisation.





4.4 Quality management system and its processes (Qualitätsmanagementsystem und seine Prozesse)

Durch das QM-System der SABO-armaturen service GmbH werden alle Prozesse im Unternehmen, die direkten oder indirekten Einfluss auf die Erstellung unserer Produkte / Erbringung unserer Dienstleistung haben, soweit festgelegt, dass die Erfüllung der Kundenanforderungen und der zutreffenden gesetzlichen und be-hördlichen Anforderungen sichergestellt werden. Dazu ist es erforderlich, dass diese Festlegungen in der täglichen Arbeit umgesetzt sowie ständig den Bedürf-nissen des Unternehmens und der Kunden bzw. der Märkte angepasst werden.

Scope of Application (Geltungsbereich)

Die Festlegungen in diesem QM-Handbuch und den zugehörigen Dokumenten gelten für alle Unternehmensbereiche der SABO-armaturen service GmbH. Das QM-System umfasst alle Anforderungen der DIN EN ISO 9001: 2015 und er-füllt u.a.





� die Anforderungen der DGRL 2014/68/EU (bislang 97/23/EC)

� die Pentair Valves & Controls corporate PIMS Prinzipien (z.B. Pentair’s In- tegrated Management System)

� die Anforderungen des Pentair Valves and Controls corporate Quality Man-

uals � die Anforderungen der QS-Normen aus der Kerntechnik (ASME, KTA 1401,

AVS D 100/50, KTA 3201.3 und andere)

� die unternehmensweiten SOx-Prinzipien (Sarbanes Oxley) - CT (Manage taxes) - FR (Financial Closing and Reporting) - HR (Manage Human Resources) - IT (Information Technology) - JC (Estimating Job Cost and Revenue) - MB (Manage the Business) - MF (Manufacture Products and Manage Logistics) - MR (Manage Capital, Risc and Treasury) - OM (Perform Order Management) - PE (Manage Plant, Equipment and Facilities) - PM (Procure Materials and Services)

� die unternehmensweiten Governance-Prinzipien, wie z.B. “Pentair's Code

of Business Conduct & Ethics ”, “Supplier Code of Conduct“, “Pentair Glob-al Supplier Guide”, “Guide to Supplier Social Responsibility” und die diesbezüglichen Policies etc.

Spezielle Vorgänge und Anforderungen, die bestimmte Abwicklungsregelungen

beinhalten, werden in zusätzlichen Anweisungen beschrieben.

Responsible function areas (Verantwortliche Funktionsbereiche) Die verantwortlichen Funktionsbereiche sind die Geschäftsleitung, der Compliance Manager sowie alle leitenden Mitarbeiter wie im zugehörigen Organigramm der SABO-armaturen service GmbH definiert.

Terms and definitions (Begriffe)





Ein Prozess ist ein System von Tätigkeiten, das Eingaben mit Hilfe von Mitteln in Ergebnisse umwandelt. Ein Produkt ist das Ergebnis eines Prozesses (dies schließt Hardware, Software, Dienstleistungen und verfahrenstechnische Produkte ein).

Quality management system (Qualitätsmanagementsystem)

Um sicherzustellen, dass die Anforderungen unserer Kunden und der zutreffenden gesetzlichen und behördlichen Anforderungen erfüllt werden, ist es notwendig, alle Prozesse vom ersten Kundenkontakt bis zur Lieferung und zum Service festzule-gen, zu steuern und im Sinne der Kundenzufriedenheit zu gestalten. Dazu gibt das „Netzwerk der Geschäftsprozesse“ eine Übersicht über alle wesent-lichen Prozesse (Kern-, Führungs- und unterstützende Prozesse) in unserem Un-ternehmen. Das Netzwerk der Geschäftsprozesse enthält Verweise auf die Proze-duren (und, wenn zutreffend, ggf. Handbuchkapitel oder Instruktionen), in denen die einzelnen Prozesse festgelegt sind. Es dient somit als Wegweiser durch unser QM-System. Das QM-System und die zugehörige Dokumentation werden ständig den Änderungen in der Aufbau- und Ablauforganisation des Unternehmens ange-passt. Der Compliance Manager sorgt diesbezüglich für die notwendige Prüfung und Überwachung der Definition und des Inhalts des Qualitätsmanagementsystems. Die angewandten Prozesse, Methoden, Prozeduren, Instruktionen, AC-cards wer-den, wenn erforderlich, erstellt, aktualisiert und/oder modifiziert, so dass diese im-mer dem aktuellen Stand der angewandten Praxis, den gesetzlichen und Regel-werkanforderungen sowie unseren Qualitätszielen entsprechen.

Cross references / processes

(Mitgeltende Unterlagen/Prozesse)

- Kapitel 4.4 „Kontext der Organisation / Netzwerk der Geschäftsprozesse / Organigramme / Benutzerhinweise“ - Kapitel 5.0 „Führung“ - Kapitel 5.2 „Politik” - Kapitel 6.0 „Planung“ - Kapitel 7.0 „Unterstützung“ - Kapitel 8.0 „Betrieb“





- Kapitel 9.0 “Bewertung der Leistung” - Kapitel 10.0 “Verbesserung”