BS 18001:2007 ISO 9001:2008 Quality Management System .... Manual/HCO-IMS Manual.pdf · ISO 9001:2008 Quality Management System ISO 14001:2004 Environment Management System BS 18001:2007

ISO 9001:2008 Quality Management

System

ISO 14001:2004 Environment Management

System

BS 18001:2007 Occupational Health &

Safety Management System

مكتب الحمـــدان اإلستشـــــاري

AL-HAMDAN CONSULTING OFFICE

Document No. HCO-IMSM Revision No. 4 Rev. Date May 1, 2014

This document is the property of Al-Hamdan Consulting Office. No part of this document may be reproduced, stored in

a retrieval system in any form, or transmitted by any means, without the prior written permission of the Manager.

DOCUMENT REVIEW AND APPROVAL

Approved by:

General Manager

Reviewed by:

QHSEMR

P.O. Box 2474 4242 –صندوق بريد

Al Khobar 31952 25914الخبر

Kingdom of Saudi Arabia المملكة العربية ا لسعودية

Telephone: 013-898-3641 052-6962825 تلفون

Fax : 013-894-6872 052-6928644فاكس

Website www.hamdanconsult.com ياليكترونالموقع

Email: [email protected] :بريد الكترونى

Note: Uncontrolled document when printed.

http://www.hamdanconsult.com/

Al Hamdan Consulting Office Integrated Management System Manual

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Section 0.0 Purpose and Scope of Integrated Management System

0.1 Purpose

The purpose of Al Hamdan Consulting Office Integrated Management System is to support our businesses so that our

products, services and interactions consistently and effectively meet customer need and expectations and applicable

regulatory requirements, and to provide a mechanism for continual improvement.

The Al Hamdan Consulting Office Integrated Management System provides a framework from which our operations

can make decisions appropriate to business, customer, and geographic needs while ensuring that applicable minimum

standards are met.

The Al Hamdan Consulting Office Integrated Management System describes the minimum standards and the required

processes to conform to ISO 9001:2008, ISO 14001:2004, and BS OHSAS 18001:2007.

This document describes the roles and responsibilities within HCO for overseeing and implementing components of

the HCO Integrated Management System. In addition, this document is intended to assist users in identifying

responsibilities and requirements associated with the various components of the HCO Integrated Management

System

The following IMS management principles are basic foundation of HCO‘s business activities.

Customer focus

Leadership

Involvement of people

Process approach

System approach to management

Continual improvement

Factual approach to decision making

Mutually beneficial supplier relationship

0.2 SCOPE

The HCO Integrated Management System is a company-level system that applies to all business functions’ operations:

design, development, order fulfillment, marketing, sales and service operations and audit function throughout

kingdom and GCC.


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Section 1.1 Table of Content

Section No. Title Section Page No

0 Purpose and Scope of Integrated Business Management System 2

1.0 Content & Revision History

1.1 Table of Contents 3

1.2 Revision History 4

2.0 General

2.1 Introduction to Al Hamdan Consulting Office 5

2.2 About Al Hamdan Consulting Office’s Vision, Mission, Values 6

3.0 Reference

3.1 Normative Reference 7

3.2 Terms and Definitions 7

4.0 Integrated Management System

4.1 General 8

4.2 Documentation Requirements 9

5.0 Management Responsibilities

5.1 Management Commitment 11

5.2 Customer Focus 12

5.3 IMS Policy 13

5.4 IMS Planning 13

5.5 Responsibility, Authority and Communication 15

5.6 Management Review 17

6.0 Resource Management

6.1 Provision of Resources 18

6.2 Human Resources 19

6.3 Infrastructure 20

6.4 Work Environment 20

7.0 Product Realization

7.1 Planning of Production and Service Provision 21

7.2 Customer-related Processes 21

7.3 Design and Development 23

7.4 Purchasing 25

7.5 Operations 25

7.6 Control of Monitoring & Measuring Devices 26

8.0 Measurement, Analysis and Improvement

8.1 General 26

8.2 Monitoring and Measurement 26

8.3 Control of Non-conforming Products 28

8.4 Analysis of Data 39

8.5 Improvement 30

9.0 Appendices

9.1 A – Process Interaction Map 32

9.2 B – Organization Structure 33

9.3 C – IMS Policy 33

9.4 D – Key Position Responsibilities and Authorities 34

9.5 E – List of Procedures / Process Descriptions 35

9.6 F – Correspondence of Manuel to related standards 36


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Section 1.2 Revision History

Rev. No

Date

Section Changed

Summary Of Change

Original

0 July 30, 2011 Nil Initial issue for implementation

1 Mar 28, 2012 5.6.2 Review Input

2 Jan 01, 2013 4.2.2, 7.6 Exclusion of Clause 7.6

3 Oct 1, 2013

3.2

4.2.2

7.4 Appendix

F 7.1.1,7.2.1, 7.2.1,7.2.2 8.3.1,8.4.2

7.3.1,7.3.5

Appendix B

5.6.1

Acronyms of GM, LA and CM are included. Justification for exclusion of Clause 7.4. Removed because of exclusion. Updated to show the exclusion of clause 7.4. Changed the references of Office manager (OM) to General manager (GM). Changed the references of Design Manager (DM) to Lead Architect (LA). Updated the reference to the Organization structure. Management review meeting frequency changed.

4 May 1, 2014

Authority of QHSEM is changed to QHSEMR. Clause 7.5.2 is excluded and justification is added to 4.2.2 and other relevant changes.


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Section 2.1 Introduction to Hamdan Consult

Al Hamdan Consulting Office (HCO) provides multi-disciplinary architectural and engineering consultancy services to leading private, industrial and commercial sectors across Saudi Arabia and GCC.

HCO Established in 1981, HCO operates from offices within Saudi Arabia and other key business locations. Our multi-disciplinary approach means that we employ a diverse range of architectural, engineering, planning and consultancy professionals, offering a complete ‘one stop’ solution for our clients to manage their needs throughout their project lifecycle.

HCO has the expertise, experience and capability to serve the critical and strategic requirements of our clients. Having served the needs of our clients for 3 decades, we are excited about continuing to serve their growing and evolving needs for many decades to come.

Our wide range of expertise and capabilities are prevalent in many sectors of industry and commerce. By adopting a planned, organized and controlled methodology of approach through our work systems, we deliver successful projects.

HCO works across all markets and on a diversity of projects, services include:

Infrastructure

Primary & Secondary Infrastructure Design

Utilities co-ordination

Architectural Design

Concept Design

Presentation & 3D imaging

Detail Design Solutions

Engineering & Design Development

Structural

Civil

Mechanical

Electrical

HVAC

Telecommunication & IT

Geotechnical & Surveying

Quantity Surveying Services

Bill Preparation

Cost Planning & Estimating

Cost Management

Value Engineering

Tendering & Procurement Strategy

Pre & Post Contract Negotiations

Final Accounts & Claim Evaluations

Project Management & Contract Administration

Construction Management & Supervision

Contract Administration

Design Management

Project Commercial Management

Specialist Manpower Supply

We are proud of our experienced and customer focused team. Our staffs have been educated to high levels at leading institutions around the world.

Teams are formed to meet the technical and administrative requirements of specific projects, to ensure successful delivery. Effective cost control and management strategies are implemented by carefully assigning individuals to various segments of the job at hand, according to their specialties and proven capabilities.

Our in house team of experts are professionally qualified, many as graduates with active membership of international professional bodies.

Our volume of repeat business is impressive, reflecting our success in understanding, meeting and exceeding the expectations of our clients.


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Section 2.2 About Al Hamdan Consulting Office

Motto: “Sustain Success”

Vision:

To be a diversified business leader committed to sustain excellent performance in every market we serve, innovative in delivering

products, services and solutions and committed to that all our stakeholders' benefit from continued growth and success.

Mission

To maximize stakeholders’ value through consistent business growth and forge ahead of competition by focusing on value added

business sectors and to sustain leadership by exercising best in class management practice and technology and dynamic

environment where each employee finds opportunities for professional growth and job satisfaction.

Core Values:

Integrity and Respect, Leadership and Accountability, Innovation and Learning, Dedication and Teamwork, Excellence and

Sustainability

CORPORATE SOCIAL RESPONSIBILITY STATEMENT

To Al Hamdan consulting Office, Corporate Social Responsibility is about our company being well governed and financially

sounds. By demonstrating our commitment to Corporate Social Responsibility we aim to align our business values, purpose and

strategy to embrace our chartered responsibilities to community in which we operate our customers, the environment, and our

employees.

We believe that corporate social responsibility is best achieved by implanting our core ethical values and business policies,

procedures and practices into all operational aspects of our business.

We commit to the ongoing continual improvement of business policies, practices and strategies that impact and/or result in

productive and positive outcomes in our people, our community, our environment and our business operations.

HCO is committed to following core value:

Integrity and Respect: maintaining personal and corporate ethical and professional standards, honest, responsible, reliable,

thoughtful and responsive;

Innovation and Learning: always looking for new and better ways of working, professional development and personal growth of

our employees;

Leadership and Accountability: everyone in the company is charged to act like a leader, create innovative and cutting-edge

concepts and responsible for making decision. We honor the commitments we make, and take personal responsibility for all

actions and results;

Innovation and learning: recognize that innovation is the foundation of our business. We challenge ourselves to develop new and

improved ideas for all that we do. We encourage, expect and value creativity, openness to change, and fresh approaches;

People and Value: hire, motivate and develop people. We seek people who have the best combination of skills, experience, and

“cultural fit”. Our success requires each of us to commit to renew what we know, and how we contribute

Dedication and Teamwork: foster a climate that develops high-potential talent and leadership, identify and pursue opportunities

for continuous professional development, share our expertise and experience with others.

Excellence and Sustainability: cultivate an environment where each of us can excel. It is not what we do, but also what we do

not do, for which we are accountable. We are committed to increasing long term stakeholder value.

Environment: We aim to manage and minimize our impact on the environment during our activities to prevent pollution, make

efficient use of materials and minimize the amount of waste we generate. We comply with all relevant legislation, regulations

and approved code of practices.


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Workplace: We are committed to offering our employees a rewarding and challenging workplace. The company employees put

effort together to make Al Hamdan Consulting Office best possible working place.

Community: We work hard to be good corporate citizens, we work to support the sustainability of both local and global

communities in which operate and actively encourage our employees and suppliers to consider the needs of others and involve

themselves in public services.

Our business operation: We have adopted Corporate Code of Ethics for all employees and Executive management. The

Company’s policy outlaws corruption or anti-competitive practices.

Stakeholders: We seek to achieve open, honest relationships with our stakeholder groups, including our employees, and will

provide appropriate information about our CR management and performance on a regular basis or when requested.

Section 3.1 Normative Reference

ISO 9001:2008 Quality management system - Requirements

ISO 9000:2005 Quality management system Fundamental & Vocabulary

ISO 14001:2004 Environmental Management System

BS OHSAS 18001:2007 Occupational Health and Safety Management System

Section 3.2 - Terms and Definitions

Objective Evidence: Information that can be proven true based on facts obtained through observation, measurement, test, or other means.

Product: Result of (Al Hamdan Consulting Office) process / activities

IMS Policy: Overall intentions and directions of Al Hamdan Consulting Office with regard to IMS as formally expressed by Top Management.

IMS Objectives: Measurable targets that Al Hamdan Consulting Office aim to achieve with the effective implementation of IMS

Record: Record required by related standards or specifically identified as a Record in procedures / process descriptions

Responsible Manager: Person having the responsibility and authority to accomplish/implement a specific activity or process (includes organizational line managers, etc.)

Shall: The action described is mandatory

Will: Shows intent and the action described is not mandatory

Management: Coordinated activities to direct and control an organization

IMS Control: Part of IMS Management focused on fulfilling IMS requirement.

IMS Assurance: Part of IMS management focused on providing confidence that IMS requirements will be fulfilled.

Inspection: Conformity evaluation by observation and judgment accompanied as appropriate by measurement, testing or gauging.

Testing: Determination of one or more characteristics according to a procedure.

IMS Planning: Part of IMS Management focused on setting IMS objectives and specifying necessary operational processes and related resources to fulfill the objectives.

Top Management: Person (or a group of people) who directs and controls an organization at the highest level.

Effectiveness: Extent to which planned activities are realized and planned results achieved

Efficiency: Relationship between the result achieved and resources used

Traceability: Ability to trace the history, application or location of that which is under consideration.

Environment: The physical surrounding relative to HCO. This includes the natural resources of air, land, and water; flora; fauna; humans and the interrelation of all these elements.


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Aspect: An element of Ditech activities, products, or services that can interact within the environment. Aspects are evaluated based on the location of the activity, the frequency of the activity, and the severity of the resulting or potential impact.

Impact: Any changes in the environment, positive or negative, wholly or partially result from Ditech’s activities, products, or services. The severity of an identified environmental impact is used to establish the objective and performances targets for the EMS programs.

Asset: Anything that has value to the organization.

ASL: Approved Suppliers / Contractor List

CPAR: Corrective Preventive Action Request

MD: Managing Director

HR: Human Resource \ Admin

QHSEMR: Quality, Health & Safety, and Environment Management Representative

HCO: Al Hamdan Consulting Office

LA: Lead Architect

CM: Commercial Manager

GM: General Manager

Section 4.1 – General Requirement

1. Integrated Management System processes

1.1. Processes needed for the IMS business management system are identified in this IMS manual and in associated operational procedures and work instructions. The documentation defines these IMS processes and their sequence and interaction and instructs on how to implement and apply them throughout the organization.

1.2. The Integrated Management System documentation also defines criteria and methods needed to ensure that the operation and control of IMS processes are effective. This usually includes assignment of responsibilities and allocation of resources for the process, instructions on how to carry out (or operate) the process and definition of methods for monitoring and/or measuring the effectiveness of the process.

1.3. Processes Interaction Diagrams showing the different key processes/procedures and their inter-relation is shown in the Appendix: A

2. Resources and Information

2.1. The QHSEMR is responsible for determining resource and information requirements necessary to support the operation and monitoring of IMS processes and for communicating these requirements to the top management. The top executive management is responsible for ensuring the availability of necessary resources and information. Section 6.1 of this IMS manual, Provision of Resources, explains in more detail how resource requirements are identified and satisfied.

3. Monitoring and Measurement

3.1. The performance of product realization processes is usually monitored by measuring process parameters and/or product characteristics resulting from the process; and through the program of inspections and tests applied to the product. The performance of processes required for IMS management is usually monitored through internal audits. The overall performance of the IMS is monitored by measuring customer satisfaction.

3.2. The performance of the IMS processes is systematically monitored and/or measured. This is to ensure their effectiveness and identify opportunities for improvement.

3.3. Monitoring and measuring activities are defined in Sections 8.1 and 8.2 of this IMS manual, and in the corresponding processes.


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4. Conformance and continual improvement

4.1. Integrated management system processes are regularly reviewed by the top management to identify any possible failures or breakdowns, as well as opportunities for improvement. Actions necessary to address actual or potential problems and to improve the IMS are implemented through corrective and preventive actions and management improvement projects. Sections 5.6 and 8.5 of this IMS manual and the corresponding operational procedures define how management reviews and corrective/preventive actions are used to ensure conformance and improvement.

5. Outsourced processes

5.1. When processes that affect product conformity are outsourced, special controls are implemented to ensure that these processes meet specified requirements. Such controls may include, as appropriate: evaluation and pre-qualification of suppliers; assessment of supplier realization processes and IMS; monitoring of supplier IMS performance; requirements for inspection, testing or other records demonstrating product conformity; or containment and verification of the supplied product.

5.2. Identified outsource processes are specialized fire protection system designing, technical surveying activities, etc. where HCO do not have expertise.

Section 4.2 – Documentation Requirement

1. General

1.1. Al Hamdan Consulting Office developed an integrated management system to ensure the highest level of IMS in the processes and to meet customer needs. The IMS is designed to comply with the requirements of ISO Standards 9001:2008, l 14001:2004 and BS OHSAS 18000:2007

1.2. The IMS policy and IMS objectives are defined by the top management and documented in this manual (section 5.3 & 5.4). In order to ensure effective planning, operation and control processes of the IMS business management system in accordance with the IMS policy and IMS objectives, the following documentation in four levels is implemented as follow;

IMS

Manual

Philosophy and Purpose

Processes / Procedures

Global process where required

Local processes where appropriate

Work Instructions

detailed instructions, templates, forms

necassary to support global and local procedures

Records

Evidence of improving performance

Evidence that processes are being followed and that they are effective

The scope of the IMS system, including details of and justification for any exclusion Description of IMS system processes, their sequence, and interrelation and reference to documented procedures / process.

Set out the process/procedure descriptions for carrying out specific aspects of functioning of each process / procedure

Work and test instructions, IMS objectives, international and local standards, job descriptions, process and IMS standards, approved supplier list and work instructions


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2. IMS Manual

2.1. Scope

2.1.1. This IMSM describes the implemented IMS of HCO which meets the requirements of ISO 9001:2008, ISO 14000, BS OHS 18001:2007, in order to ensure that the IMS of its products meets the requirements of the customer and their given specification.

2.2. Exclusion and their justification:

2.2.1. All our services are rendered according to the requirements of Design & Consultancy and Project Supervision, which is the company’s core activity. HCO is not directly involved in providing control of Monitoring and Measuring Equipment as it’s the contractor/ sub-contractors’ responsibility. Hence Clause 7.6 (Control of Monitoring and Measuring Equipment) of the International Standard ISO9001: 2008 is excluded from the scope of the certification.

2.2.2. However these exclusions do not affect the organization’s ability or responsibility to provide services that meet customer requirements and applicable regulatory & interested party requirements.

2.2.3. HCO is offering design & supervision activities and buys standard consumables for office operations such as stationary, binding, manuals, off-the-shelf hardware and software hence the clause 7.4 (Purchasing) of the International Standard ISO 9001:2008 is excluded from the scope of certification.

2.2.4. HCO is offering design & supervision activities and does not undertake specific specialized process like welding, lifting, lighting, planting etc. by itself. hence clause 7.5.2 (Validation of processes for production and service provision) is excluded from the scope of certification.

Interaction of Processes

2.2.5. The processes needed, their sequence and interactions are identified in the integrated management system is listed in Appendix A.

Control of Documents

2.3. HCO is gradually transitioning from paper to electronic documentation. As this transition progresses, new categories of documents are transferred from paper to electronic document control system. Both systems are currently used, and are defined in Control of Documents procedure.

2.4. New documents and document changes may be initiated by anyone in the organization, but may only be issued by an authorized function. The authorized functions and the rules governing the issue of documents are defined in Control of Documents procedure. All documents are reviewed and approved prior to issue.

2.5. A paper document is officially issued for use when it is approved by authorized function. An electronic document is issued by HCO's web portal and also by network drive.

2.6. Documents are distributed to personnel and locations where they are used. When appropriate and relevant, documents display a distribution list. Electronic documents are available on HCO's web portal and on network drive. Document placement is regulated by Control of Documents Procedure.

2.7. Obsolete documents are removed from points of use. Retained masters or copies of obsolete documents are properly marked and are kept separate from active documents. Obsolete electronic documents are removed from the HCO web portal and network drive and, if retained, are stored in directories that are only accessible to authorized personnel.

2.8. Document changes are reviewed and authorized by the same function that issued the original document. Revised documents are distributed with a brief summarizing the changes. The QHSEMR maintains a master list specifying the latest issues and revisions of all controlled documents. For electronic documents such list is not necessary, as only the latest issue and revision of a documents is available on the public directory. Original master electronic documents are protected to prevent unauthorized changes.

2.9. Master list of controlled documents reflect revision level, and date of revision.


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2.10. The QHSEMR is responsible for the control of the IMS Documents.

2.11. All Process/Procedure Descriptions, Work Instructions carry unique identification number, document title, and date of revision, revision status and signatures of persons who have reviewed and approved the document.

2.12. An index is maintained, where applicable with relevant versions, for National / International Standards, Codes Regulations that are applicable to the business. When such standards/regulations are issued, they

are stamped “Controlled Copy” or they are made available on the web portal or authorized directory on the HCO network.

3. Control Of Records

3.1. IMS records are established and maintained to provide evidence that:

3.1.1. Products and processes meet specified requirements.

3.1.2. The IMS is operated in accordance with documented procedures and that it is effective. Where required, IMS records also include traceability information.

3.1.3. Records are established by personnel performing the task, operation, or activity for which the results need to be recorded. Records are dated; and identify the product, person, or event to which they pertain.

3.1.4. Records are indexed and grouped to facilitate their retrieval. Cabinets, binders, computer disks, and other storage media containing records are clearly labeled with identification of their content.

3.1.5. Records are normally stored by the same department that initially established the record. Records are stored in dry and clean areas and electronic records are regularly backed up.

3.1.6. IMS records and documents may not be stored in private desk drawers, unauthorized computer drives, or other obscure locations that are not generally known.

3.1.7. Retention periods for IMS records are determined on the basis the lifetime of the product or the event to which the record pertains and on regulatory and contractual requirements.

3.1.8. Documented procedure / process descriptions have record retention table.

Section 5.1 – Management Commitment

1. Top Management

1.1. For the purpose of administrating the IMS management system, top management includes the GM, HRA, LA, CM, PM and QHSEMR,

2. Customer requirements

2.1. Top Management is committed to communicate the importance of meeting customer as well as regulatory and legal requirements. QHSEMR is responsible for implementing this commitment by promoting awareness of customer requirements throughout the organization. This responsibility of management representative is stipulated in Section 5.5 Organization and Communication.

3. IMS policy and IMS objectives

3.1. Top management defines the purpose and objectives for the IMS management system. They are documented and communicated in the form of IMS policy and IMS objectives. Processes for establishing the IMS policy and IMS objectives are defined in this manual in Section 5.3 IMS Policy, and Section 5.4 IMS Planning.

4. Management reviews

4.1. Top management periodically reviews the IMS business management system to ensure its continuing suitability, adequacy and effectiveness. The review evaluates current status and performance of the IMS


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and initiates actions for further improvement of the system. The process for conducting management reviews is defined in Section 5.6 of this manual and in Management Review process description.

5. Resources

5.1. Top management is committed to providing resources necessary for establishing, implementing and improving the IMS management system. Section 6.1 of this manual defines processes for identifying resource requirements and allocation of resources for specific activities and projects.

Section 5.2 – Customer Focus

1. Determining customer requirements

1.1. Customer requirements are understood broadly to include all aspects of product offering and associated services, which are relevant to customer satisfaction. When appropriate, this may also include customer needs and expectations.

1.2. Customer requirements are determined and verified through the process of order review. This process is defined in this manual in Section 7.2 Customer-related Processes and in documented process Manage Bidding.

2. Meeting customer requirements

2.1. Nearly all processes and elements of the IMS are designed and implemented specifically to ensure that customer requirements are met. This starts with provision of required training and adequate infrastructure and suitable work environment (Section 6, Resource Management). Next follows planning and implementation of reliable and effective product realization processes (Section 7, Product Realization). Finally, activities related to product and process monitoring and verification (Section 8, Measurement, Analysis and Improvement).

2.2. Meeting of customer requirements is monitored and/or verified by variety of methods defined in Section 8.2, Monitoring and Measurement, and in associated documented process.

2.3. Results of these verification activities are recorded to provide evidence of product conformity, as defined in Section 4.2, Documentation and Records.

3. Customer satisfaction

3.1. Focusing on customer requirements and on meeting these requirements should result in enhancing customer satisfaction. In fact, the level of customer satisfaction is used as a measure of the effectiveness of the whole IMS.

3.2. Specific methods for determining customer satisfaction are defined in IMS manual Section 8.2. This valuable information is reported and used as described in Section 5.6, Management Review.

3.2.1. Review of lost customers (to determine why they ceased purchasing from HCO);

3.2.2. Review of repeat business (via scheduled meeting);

3.2.3. Review of our success in resolving customer queries via technical support;

3.2.4. Supplier performance feedback from our customers;

3.2.5. Positive customer feedback e.g. complimentary letters etc.;

3.2.6. Representatives/ Product Managers field reports.

4. Aspects and Health & Safety Hazards

4.1. HCO has established and maintains a process to identify, examine and evaluate the significance of the environmental and health and safety aspects of the company’s activities, products and services, covering the following circumstances:

4.1.1. Direct and indirect;

4.1.2. Past, present and planned;


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4.1.3. Normal, abnormal and emergency.

5. Legislation

5.1.1. HCO has established and maintains a process to record all appropriate legislative, regulatory, policy requirements and codes, which are applicable to the IMS, environmental, and health and safety aspects of its activities, products and services. These documents are stored on the electronic shared drive and hard copies are available from the technical library.Legislation compliance audits are carried out to ensure that all requirements are adequately addressed by the company.

6. Emergency Preparedness and response

6.1.1. HCO has established and maintained a process to counter emergence situation related to environment, and Health &Safety.

Section 5.3 – IMS Policy

1. Authority

1.1. IMS policy is established by the top management and is approved by the Managing Director. Any changes to the policy must likewise be approved by the Managing Director.

2. Role of the policy

2.1. The main role of the IMS policy is to communicate the company’s commitments and aspirations with regard to IMS and to define principal objectives for the IMS management system

2.2. To establish a culture of Total IMS Management throughout the organization, focusing on customer satisfaction and continual improvement.

2.3. To focus the IMS on error and defect prevention in order to achieve increased IMS, while decreasing costs.

2.4. To maintain IMS that ensures compliance to applicable customer and supplier requirements, as well as the requirements of related applicable standard.

2.5. The IMS policy provides a framework for establishing specific IMS objectives and provides direction for the continual improvement effort. The use of IMS policy in setting IMS objectives is addressed in this manual in Section 5.4, IMS Planning. The use of the policy to facilitate continual improvement.

2.6. The IMS policy is listed in Appendix C.

3. Communication

3.1. The IMS policy is posted throughout the organization and on HCO web portal and its role is explained and discussed at the general orientation training provided to all employees.

3.2. The IMS policy is also communicated to customers, consumers and other interested parties.

4. Review

4.1. The IMS policy is periodically reviewed within the framework of management reviews of the IMS. This is to ensure its continual relevance and suitability. The process for reviewing the IMS policy is defined in Management Review process.

Section 5.4 – Planning

1. IMS objectives

1.1. IMS objectives are established throughout the organization to implement the IMS policy, to meet requirements for products and processes and to improve the IMS and the IMS performance.

1.2. IMS objectives define the direction and priorities for continual improvement. Use of IMS objectives for facilitating continual improvement.

1.3. IMS objectives are monitored under agreed time frame for their achievement. These IMS objectives are constantly reviewed and updated.

1.4. IMS objectives are classified into the following categories:


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1.4.1. Organization Performance objectives: These are principal, strategic objectives that apply to the whole organization. They are typically included in the IMS policy itself, or may be communicated in memoranda from the top management. Performance objectives are authorized by the GM and stated as measurable.

1.4.2. Integrated Management System objectives, targets and programs: These objectives pertain to improvement of IMS processes and performance. Integrated Management System objectives are established, documented, and monitored within the framework of management reviews of the IMS, in accordance with management review process.

1.4.3. When establishing objectives management considers:

1.4.3.1. The IMS Policy

1.4.3.2. Applicable legal, regulatory and other requirements,

1.4.3.3. Current business consideration

1.4.3.4. Objectives are measureable and responsible owners are assigned. HCO develops metrics to measure and communicate the progress toward IMS objectives and programs are established at each concerned company and function to meet them.

2. Integrated Management System Planning

2.1. Integrated Management System elements and processes are planned to ensure that the system is appropriate for its intended purpose and that it is effective and efficient. The purpose of the IMS is:

2.1.1. To achieve the IMS policy;

2.1.2. To ensure and demonstrate ability to provide consistently product that meets customer and regulatory requirements;

2.1.3. To ensure high level of customer satisfaction;

2.1.4. To facilitate continual improvement; and

2.1.5. To comply with requirements of applicable IMS standard.

2.2. The output of the IMS planning is documented in this manual, in associated procedure / process description and in other referenced documents. These documents identify and define all elements and processes of the IMS management system.

2.3. Changes to the IMS are planned within the framework of management reviews and Management Review process. These changes may be in response to changing circumstances, such as product, process, capacity, or other operational or organizational change; or to improve the effectiveness and efficiency of the IMS.

3. Product realization and verification planning

3.1. Planning of product realization, verification and validation processes is addressed in Section 7.1 of this manual.

4. Continual improvement planning

4.1. Improvements of the IMS are planned within the framework of management reviews. The output of this planning is expressed in the form of IMS objectives, as defined above in Clause 1.3 of this section and in Continual Improvement process and Management Review Process.

4.2. IMS policy is established by the top management and is approved by the Managing Director. Any changes to the policy must be likewise approved by the Managing Director.


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Section 5.5 – Responsibility, authority & communication

1. Responsibility and authority

1.1. Departments and functions within the HCO and their interrelations are defined in the Appendix – B Organizational Structure.

1.2. All departments and functions in the company are responsible for implementing, maintaining and improving the IMS.

1.3. The responsibilities and authorities of personnel performing the jobs affecting the product/service are detailed in respective Job Descriptions, which are available in the HR department and copy kept as reference in integrated management system shared folder or internal site.

1.4. The responsibilities for each task are shown in respective Process/Procedure Descriptions.

1.5. A brief description of responsibilities of key personnel for effectively implementing the IMS is listed in Appendix D.

2. Management representative

2.1. Al Hamdan Consulting Office appoints QHSEMR, he has the full authority and organizational freedom to:

2.1.1. Ensures that the integrated management system is implemented, maintained and continually improved;

2.1.2. Report to the top management on the performance of the IMS, including needs for improvement;

2.1.3. Promote awareness of customer requirements throughout the organization; and

2.1.4. Coordinate communication with external parties on matters relating to the IMS and certification bodies.

2.1.5. Ensures the relevant training and education of the IMS Team members (if any).

2.1.6. In the matters affecting IMS set out in this Manual, the QHSEMR can be overruled only by the General Manager or any person so nominated by him.

STRATEGIC DIRECTION Mission, Vision, Values

Main strategic priorities and long- term aspiration goals (Revised as circumstances required)

BUDGET

ANNUAL GOALS (Annual)

FUNCTIONAL PLANS High- level Plans for main functional areas

OPERATIONAL PLANS [Approved by the GM and relevant senior executive]

(Annual plans, within a three years context)

INDIVIDUAL WORK PLANS [Approved by the line manager and the line manager’s supervisor]

(Annual)

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3. Communication

3.1. communication regarding the IMS flows two ways:

3.1.1. The management communicates to the organization the IMS policy and IMS objectives; customer and regulatory requirements; product and process specifications; verification and validation requirements; and instructions on how to implement and use the IMS.

3.1.2. The organization communicates to the management information and data regarding customer needs and expectations, customer satisfaction, IMS performance, the effectiveness of the IMS, and opportunities for improvement.

3.2. The information is communicated through manuals, procedures, process description, instructions, flowcharts, forms, drawings, specifications, IMS records, reports, etc.; and through training, on-the-job instruction, and meetings. Control of Documents; and Competency, Awareness and Training process regulate these activities.

3.3. Management review meetings have a special role in ensuring proper communication between the top management and the organization. The meeting provides the framework for the organization to report on the status of IMS-related issues and activities, and for the management to formulate policies and directives to change and/or improve the IMS. This process is defined in Management Review process.

3.4. Minutes of all management review and operation meetings are circulated to relevant personnel through internal memo\ email.

3.5. The QHSEMR has the overall responsibility for ensuring that all pertinent documents, reports and records are distributed to appropriate departments and functions, and that information and data about IMS performance and the effectiveness of the IMS are reported to the top management.

3.6. All incoming & outgoing customer communications are forwarded to relevant personnel for review before transmittal and/or filing.

3.7. Internal Mail, Fax, Phone are also usual modes of communications.

4. Participation and consultation

HCO has established implemented and maintained following procedures for participation and consultation: (A) Participation of workers

Sl. No.

Activity Method Coordinated by

1 Hazard Identification, risk assessments and determination of controls

Interaction with Functional head / QHSEMR

Functional Head

2 Development of and review of OH&S policies and objectives

Interaction by QHSEMR QHSEMR

3 Consultation where there are any changes that affect their OH&S

Interaction With Functional Head / QHSEMR

Functional Head

4 Representation on OH&S matters Reporting to Functional Head as and when

necessary

Functional Head

(B) Consultation with Contractors

Sl. No.


1 Consultation with Contractors where there are changes that affect their OH&S

Interaction with Contractors during their

reporting to work

Concerned Functional head


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(C) Consultation with relevant external interested parties

Sl. No.


1 Consultation with relevant external interested parties about pertinent OH&S matters for

a) determination of OH&S best practices b) establishing OH&S system c) determination of applicable legal and

other requirements related to OH&S d) establishing compliance with legal and

other requirements related to OH&S

Establishing contact with

relevant external interested parties

/ competent personnel

QHSEMR

5. External communications include:

5.1. Where determined by the organization, communicating information about the significant aspects, significant hazards and risks, to the external interested parties. The management’s decision in this regard is documented.

5.2. Receiving, documenting and responding to the relevant communication from external interested parties.

5.3. External reporting covers:

5.4. Statutory reporting

5.5. Stakeholder reporting

Section 5.6 – Management Review

1. General

1.1. The purpose of management reviews is to:

1.1.1. Determine the suitability, adequacy and effectiveness of the IMS;

1.1.2. Consider changes to the integrated management system and to the IMS policies and objectives;

1.1.3. Identify opportunities for improvement of the IMS, processes and products.

1.2. Management reviews are chaired by the QHSEMR and are attended by top managers representing all departments.

1.3. Management reviews are usually conducted twice a year. More frequent reviews are scheduled in periods when organizational or product changes or other circumstances require increased attention and input from the top management.

2. Review Input

2.1. Input into the management reviews consists of information and data related to IMS performance of the organization. At a minimum where-ever applicable, this includes:

2.1.1. Follow up action Items from last review meeting,

2.1.2. Results of audits: internal or external or inspections,

2.1.3. Customer feedback: complaints, Customer satisfaction,

2.1.4. Analysis of results of verification activities

2.1.5. Emergencies situations, accidents and withdrawals

2.1.6. Results of participation and consultation

2.1.7. Process performance and product conformance data,

2.1.8. Status of incidents investigations, corrective and preventive actions,

2.1.9. Information Security: Vulnerabilities or threat not adequately addressed in the previous risk assessment


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2.1.10. Results from the effectiveness measurements

2.1.11. Training,

2.1.12. Changes that could affect the IMS, and

2.1.13. Recommendations for continual improvement

2.2. Section 8.4 of this manual and Management Review process define the scope and method of presentation of the input information and data.

3. Review output

3.1. Management reviews are concluded with actions related to improvement of the effectiveness of IMS and updates of policies/process, plans safety and security requirements etc. The review also identifies resource needs to implement these actions.

3.2. Results of management reviews are documented in minutes of the review meeting. The minutes include improvement actions and assign responsibilities and allocate resources for implementation of these actions.

Section 6.1 – Provision of resources

1. General

1.1. Resources required for implementation and improvement of the IMS, and for addressing customer satisfaction, may include people, suppliers, information, infrastructure, work environment and financial resources.

2. Determination of resource requirements

2.1. QHSEMR and other management personnel involved in the IMS are responsible for determining resource requirements for the implementation and improvement of the system.

2.2. General Manager and Functional Manager are responsible for determining the resources required to address customer satisfaction. This is based on input from other management personnel responsible for activities relevant to particular aspects of customer satisfaction.

2.3. The principal forum for determining and communicating resource requirements are management reviews of the IMS. Management Review explains this process.

3. Provision of resources.

3.1. GM and Top management has the responsibility and authority for provision of resources.

3.2. Allocation of resources for particular activities is integrated with the process of defining and initiating the activity. It may take the form of personnel assignments, allocation of space or equipment, training, procurement decisions, budgets, etc.

3.3. Allocation of resources may be documented in the IMS manual, operational procedures, minutes of meetings, memoranda, or any other form. Approvals of resource allocations may be also communicated verbally.

3.4. Management review of the IMS is the principal forum for allocation of resources for the operation and improvement of the system. All actions initiated by the review are supported by allocation of specific resources necessary for their implementation. Management Review defines this process.

Section 6.2 – Human resources

1. General - Staff Recruitment

1.1. Managers require recruiting new staff will liaise with the Human Resource \ Admin Manager in order to ensure that a complete and adequate job description is produced. The HR\Admin Manager will determine suitable approach to recruit, involving advertising, use of external recruitment consultants etc. and will coordinate the suitable applicants. Short-listed applications will be interviewed by HR, followed by appropriate Manager. For senior/key posts the interview may also be conducted by the GM\MD.


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2. Competence, awareness and training

2.1. Identification of training needs and awareness programs

2.1.1. Human Resources Department is responsible for identifying training needs and awareness programs for company-wide participation, such as: general orientation, rules and regulations, IMS, safety and other company-wide systems and issues.

2.1.2. Departmental Managers are responsible for identifying competency requirements and training needs in their departments, and for establishing departmental training programs. Departmental training is primarily focused on increasing the level of skills in operating equipment and processes, conducting inspections and testing, using analytical and statistical techniques, and so forth.

2.1.3. In addition, training needs are often identified in response to corrective or preventive action requests (CARs), as nonconformities may be caused by inadequate training.

2.2. Awareness and training programs

2.2.1. provides, or supports, the following categories of company-wide Al Hamdan Consulting Office

and departmental training and awareness programs.

General orientation and IMS awareness training: All new employees are given an orientation training (to an extent necessary as per their responsibilities) regarding the company’s business, IMS policy, IMS objectives and routine job practices.

Use of company-wide systems: Explains interdepartmental systems, such as product coding/numbering system, use of computers, databases, email, etc. provided to affected employees.

External training: External seminars, conferences, and courses. Provided to individual employees on as-needed basis.

Self-study: Reading magazines, books and reports. While all employees are encouraged to broaden their knowledge through reading, in some cases self-studying may be required as formal training.

Skill training in Engineering, Sales, and IMS Control: departmental training in specific skills. Often provided as on-the-job training.

2.3. Effectiveness of training

2.3.1. Effectiveness of training is evaluated using the following approaches:

Follow-up performance evaluation of trained employees / on site evaluation of employees capability. Performance Appraisals

Review of the overall performance in areas relevant to particular training programs.

Consideration of competency and training when investigating causes of IMS failures and / or process nonconformities.

An overall review of all training and awareness programs, conducted within the framework of management reviews of the IMS. Competency Awareness and Training and Management Review, prescribe more specific methods for evaluating particular categories of training and awareness programs.

2.4. Training records

2.4.1. Training records are established for all types of training. Records are normally established and maintained by the Human Resource Department. Company / Function maintain as-hired qualification records, and may also have copies of some departmental training.


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Section 6.3 – Infrastructure

1. Infrastructure and facilities

1.1. Planning of new, and/or modification of existing infrastructure and facilities are usually conducted in conjunction with product or process changes; capacity and/or work force expansions; and other such events. Facilities may also be expanded or modified to improve productivity and/or IMS, or to improve the work environment.

1.2. Departmental Managers are responsible for identifying the need and requirements for new, and/or modification of existing infrastructure and facilities in their departments. Requests for significant changes and/or expansions of facilities are submitted to the top management for review and approval.

1.3. When relevant, IMS Assurance reviews the proposed facilities or changes to ensure that they enhance the achievement of process conformity and IMS.

2. Supporting services and maintenance of facilities

2.1. Supporting services required by include transportation, communication and Al Hamdan Consulting Office

IT services:

2.1.1. has its own transportation facilities and drivers. If additional Al Hamdan Consulting Office

resources are needed, then services are usually taken from parcel delivery and courier services and from trucking or other transportation companies.

2.1.2. Communication services are provided by various telephone, wireless, and internet access companies. IT administrator is responsible to manage and coordinate all these services.

2.1.3. IT systems are designed and implemented and managed by IT personnel. Control of documents and data on the internal network system is governed by Control of Documents.

2.1.4. Maintenance of buildings and facilities is performed by external contractors when needed. This includes regularly scheduled maintenance of lighting systems, air conditioning and heating systems, landscaping, and cleaning. Repairs of buildings and other such facilities are contracted as needed. Admin and finance are responsible for coordinating these activities.

3. Process equipment maintenance

3.1. Key process equipment, machines, hardware, and software are regularly maintained in accordance with maintenance plans specified by equipment manufacturers. IT department is responsible for the computer equipment maintenance.

Section 6.4 – Work environment

1. Human factors

1.1. General Manager /Functional Managers are responsible for ensuring suitable social and psychological conditions in the workplace. This is to include such aspects as interaction and communication between employees, employee harassment, conflict resolution, and so forth. Relevant workplace policies are implemented mainly through training and awareness programs and where necessary, disciplinary actions.

2. Physical factors

2.1. General Manager/ Functional Managers and supervisors are responsible for identifying those operations where extreme environmental conditions could impact IMS performance of personnel and result in product nonconformities. Where appropriate, limits of exposure and/or mitigating measures shall be defined and implemented for these operations. Safety, hygiene, fire protection, work space and walkway are identified.


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Section 7.1 – Planning of product realization

1. Product requirements and IMS objectives

1.1. Product requirements and IMS objectives for product are defined and communicated in drawings and specifications, contract documents, internal and external standards, applicable legal and regulatory requirements. These are provided by suppliers of products.

1.2. For custom products provided by Al Hamdan Consulting Office to meet customer-specified needs and

performance requirements, product requirements and IMS objectives are determined by the customer.

1.3. Specifications provided by customers are reviewed, verified and when appropriate, validated.

2. Product realization planning

2.1. Product realization planning includes, as applicable

2.1.1. Definition and evaluation of processes.

2.1.2. Development of adequate and capable processes

2.1.3. Identification of special processes and consideration of associated risks and consequences.

2.1.4. Establishment and implementation of appropriate process control measures,

2.1.5. Development of instructions and training for process operators and

2.1.6. Requirements for records necessary to demonstrate process conformity.

3. Product verification planning.

3.1. Product verification and validation plans determine the inspection and testing program for a product.

3.2. Lead Architect and Project Manager are responsible for the checking and verification for all design and supervision projects for development of product verification plans. The plans are defined in various types of documents, such as product drawings and specifications, purchasing documents, inspection and testing procedures, and so forth.

Section 7.2 – Customer Related Processes

1. Determination of Requirements Related To Products / services

1.1. Customer requirements are identified based on the following:

1.1.1. Stated requirements specified in the customer inquiries

1.1.2. Implied requirements not specified by customer but necessary for specified or intended use.

1.1.3. Statutory and regulatory requirements related to the product

1.1.4. Product intended use, the reasonably expected handling of the end product, and any unintended but reasonably expected mishandling and misuse of the end product shall be considered and shall be described in documents to the extent needed to conduct the hazard analysis

1.1.5. OH&S and Environmental Risk identification

1.2. Activities such as inquiry receipt, quotation preparation and preparation of order are carried out by the General Manager and Commercial Manager.

1. Review of Requirements

1.1. GM, CM or authorized person interacts with potential customers to understand their exact requirements and help them make correct choice.

1.2. If product/service requested is within the scope of supply of , then Al Hamdan Consulting Office

information regarding the customer’s requirements is determined and precisely analyzed as per documented process otherwise customer is informed appropriately.


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1.3. If found necessary, visits are carried out by GM, CM, LA / Project Manager or other authorized person to understand the exact requirements and to provide necessary support to purchasing personnel.

1.4. Prior to the submission of the quotation and acceptance of changes to the order, a review of customer requirements is conducted to ensure that:

1.4.1. Service/Product requirements are clearly defined.

1.4.2. The has the ability to meet the defined requirements. Al Hamdan Consulting Office

1.4.3. Differences between the tender specifications and compliance statements (response to tender specifications), are resolved by CM and QS department.

1.5. Quotation/contracts are prepared by authorized person on the basis of the recommended price guidelines and sent to customer.

1.6. Acceptance of Orders

1.6.1. Upon the receipt of contract / purchase order, the CM or authorized person compares the requirement of the order against the quotation submitted.

1.6.2. Incomplete or conflicting requirements

1.6.2.1. Any incomplete or conflicting requirements are resolved with the customer before acceptance of the order.

1.7. Amendments

1.7.1. Change orders are received and reviewed by the same functions that are responsible for the review of the initial orders. Change orders are communicated to all functions within the organization that may be affected by the change of customer requirements.

1.7.2. Record

1.7.2.1. Reviews of product requirements are recorded. Establishment and maintenance of contract review records are explained in related Process.

2. Customer Communication

2.1. Product Information

2.1.1. Top management of HCO is responsible for developing the content and format for the company’s brochures, catalogs, internet site technical contents, and other form of promotional and product information material.

2.2. Inquiries and order handling

2.2.1. GM or other authorized person is responsible for receiving customer inquiries and orders.

2.2.2. Handling of order amendments is controlled to the same extent as the handling of initial orders. Amendments are reviewed to verify that the new or modified requirements can be met and a confirmation of acceptance is sent back to the customer.

2.3. Customer feedback and complaints

2.3.1. GM (or authorized person for the project) is responsible for receiving and processing customer feedback and complaints.

2.3.2. Customer feedback and complaints are classified into categories to allow for better tracking of trends and evaluating improvement in specific aspects. Every complaint is communicated to relevant functions within and outside the organization. QHSEMR, Concerned Manager and GM decide how to respond to the customer and, when appropriate, what corrective or preventive actions should be implemented internally.


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Section 7.3 – Design and development

1. Design and Development Planning

1.1. Design/development planning ensures that the project is well defined prior to beginning the project. The plans detail all the important design tasks and assigns tasks to qualified individuals. The design/development team members assigned to a project is selected based on skills and availability. The detailed elements of the project are analyzed along with a projected schedule and project milestones. The project schedule is revised as needed, to reflect the current status of the project

1.2. LA controls the design and development in accordance with the customer requirement and relevant specifications.

2. Design and Development Inputs and Output

2.1. The specific elements of a design/development project are quantified in the design Specification documents. Inputs relating to product requirements are determined and records maintained.

2.2. These inputs include:

2.2.1. functional and performance requirements

2.2.2. applicable statutory and regulatory requirements

2.2.3. where applicable, information derived from previous similar design, and

2.2.4. other requirements essential for design and development

2.3. The design inputs are reviewed for adequacy. Requirements are complete, unambiguous and not in conflict with each other.

2.4. HCO identifies, documents and reviews the product design inputs requirements, including the following:

2.4.1. customer requirements (contract review) such as special characteristics, identification, traceability and packaging

2.4.2. use of information: HCO will have a process to deploy information gained from previous design projects, competitor analysis, customer feedback, internal input, field data, and other relevant sources, for current and future projects of a similar nature

2.4.3. targets for design quality, reliability, durability, maintainability, timing and cost

2.5. HCO identifies, documents and reviews design input requirements including:

2.5.1. product design output data

2.5.2. targets for productivity, process capability and cost

2.5.3. customers requirements, if any, and

2.5.4. experience from previous developments

2.6. HCO identifies special characteristics and:

2.6.1. include all special characteristics in the control plan

2.6.2. comply with customer-specified definitions and symbols, and

2.7. The outputs of design and development are provided in a form that enables verification against the design and development input and will be approved prior to release.

2.8. Design and development outputs:

2.8.1. meet the input requirements for design and development

2.8.2. provide appropriate information for purchasing, production and for service provision

2.8.3. contain or reference acceptance criteria, and

2.8.4. specify the characteristics of the product that are essential for its safe and proper use


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2.9. The product design output are expressed in terms that can be verified and validated against product design input requirements. The product design output includes:

2.9.1. design reliability results

2.9.2. design special characteristics and specifications product error-proofing, as appropriate

2.9.3. product definition including drawings or mathematically based data

2.9.4. product design reviews results, and

2.9.5. diagnostic guidelines where applicable

2.10. The construction process design output is expressed in terms that can be verified against manufacturing process design input requirements and validated. The construction process design output includes:

2.10.1. specifications and drawings

2.10.2. control plan

2.10.3. process approval acceptance criteria

2.10.4. data for quality, reliability, maintainability and measurability

2.10.5. results of error-proofing activities, as appropriate, and

2.10.6. methods of rapid detection and feedback of construction process nonconformities

3. Design and Development Review

3.1. At suitable stages, systematic reviews of design and development are performed in accordance with planned arrangements:

3.1.1. to evaluate the ability of the results of design and development to meet requirements, and

3.1.2. to identify any problems and propose necessary actions

3.2. Participants in such reviews include representatives of functions concerned with the design and development stage(s) being reviewed. Records of the results of the reviews and any necessary actions are maintained as needed.

3.3. Measurements at specified stages of design and development are defined, analyzed and reported with summary results as an input to management review

3.4. The progress of the design is constantly reviewed and evaluated to check the ability of the results of the design to meet the requirements and identify problems and propose and necessary actions as needed.

4. Design and Development verification

4.1. Verification is performed in accordance with planned arrangements to ensure that the design and development outputs have met the design and development input requirements.

4.2. During the design phase, various tools are used to verify that the design meets the input requirements. In-process checks may ensure that the design rules are met.

4.3. Records of the results are maintained as needed.

5. Design and Development Validation

5.1. Design validation is performed on the basis of the inputs/suggestion given by the customer.

5.2. Design and development validation is performed in accordance with planned arrangements to ensure that the resulting design is capable of meeting the requirements for the specified application or intended use, where known. Wherever practicable, validation is completed prior to the delivery or implementation of the product.


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5.3. Records of the results of validation and any necessary actions are maintained

6. Design Changes

6.1. Any changes to the design deemed necessary because of the verification and validation procedures are identified, documented, reviewed, and approved by authorized personnel. Records of the change will be documented. Any changes implemented after design release will be evaluated for potential impact to product in process, in stock, or at the customers. The changes will also be evaluated for customer notification.

Section 7.4 – Purchasing

1.1. Our design and project supervision only require standard office consumables, hence clause 7.4 is EXCLUDED from the scope of organization.

Section 7.5 – Operations

1. Control of Operations

1.1. Al Hamdan Consulting Office plans and carries out service and product (project supervision) provisions taking in to account as appropriate:

1.1.1. Product information

1.1.2. Work instruction / Method statements

1.1.3. Suitability of equipment and resource availability

1.1.4. Relevant HSE checks and documentation

1.1.5. Implementation of all relevant permits and visas.

1.1.6. The implementation of release, delivery and post delivery

1.2. All Receiving, Measuring, Storing and Delivery activities are carried out as per defined process and work instructions by personnel trained and competent for the specific activities.

1.3. Work instructions / Method Statements may be in the form of manuals, procedures, sheets, posted signs, or samples. They instruct on how to carry out a process or perform an operation or task.

1.4. Where required for custom products, construction / engineering drawings and specifications may be enclosed with the work order.

1.5. Project Manager / Site Engineer determine requirements for measuring and monitoring equipment. This is in accordance with process control and product verification programs defined in product realization planning (refer to Section 7.1 of this manual).

1.6. Project Manager / Site Engineer ensure that the contractors' measuring equipment is calibrated and properly maintained.

1.7. Receiving material is evaluated as per applicable procedures and evaluation findings are recorded.

1.8. Products are released for delivery only after all specified activities have been satisfactorily completed and conformity of the product has been verified.

2. Validation of processes for production and service provision

2.1. HCO is offering design & supervision activities and does not undertake specific specialized process like welding, lifting, lighting, planting etc. hence clause 7.5.2 (Validation of processes for production and service provision is excluded from the scope of HCO's works.


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3. Identification and Traceability

3.1. Where appropriate, HCO identifies the product by suitable means throughout product realization. HCO identifies the product status with respect to monitoring and measurement requirements. Where traceability is required, HCO has control and record the unique identification of the product / service.

4. Customer Property

4.1. Care is exercised with customer property while it is under the control or being used by HCO. HCO identifies, verifies, protects and safeguards customer property provided. If any customer property is lost, damaged or otherwise found to be unsuitable for use, it is reported to the customer and records maintained. (Customer property includes intellectual property)

5. Preservation of product

5.1. The objective of controlling the customer-supplied products is to ensure that this is properly integrated and will perform its function in the intended manner, through effective verification, handling and storage.

5.2. HCO preserves the conformity of product during internal processing and delivery to the intended destination. The preservation includes identification, handling, packaging, storage and protection. Preservation also applies to the constituent parts.

5.3. The customer property, including intellectual property (i.e. drawings/specification/manuals/equipment etc) relating to the contract will be protected as per the defined procedure.

Section 7.6 – Control of Monitoring and Measuring Devices

1.2. Our design and project supervision does not require Control of Monitoring and Measuring Devices, hence clause 7.6 is EXCLUDED from the scope of organization.

Section 8.1 – General: Planning of Monitoring & Measurement

1. General

1.1. Monitoring and measurement is performed at appropriate stages for service equipment and delivery of product or service.

1.2. Internal Audits are planned and performed to monitor and measure the performance of the IMS processes for their conformity with the requirements as described in the Section 8.2.2 of this Manual

1.3. Corrective and Preventive Action system, Management Review, Customer Satisfaction Measurement, emergency preparedness and response are planned and implemented to make sure that the IMS business management system and its effectiveness are continually monitored and strived for improvement

Section 8.2 – Monitoring and Measurement

1. Customer Satisfaction

1.1. General

1.1.1. Measurement and monitoring of customer satisfaction is based on review of customer-related information. Customer related information is collected through active or passive methods. HCO collects information like:

1.1.1.1. Customer and user surveys

1.1.1.2. Feedback on aspect of products,

1.1.1.3. Customer requirements and contract information,

1.1.1.4. Market needs

1.1.1.5. Project Delivery data, and

1.1.1.6. Information relating to competition.


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1.1.2. General Manager (or the person assigned) is responsible for developing suitable indicators of customer satisfaction and for defining methods for collecting and analyzing the pertinent information.

1.1.3. Information and data pertaining to customer satisfaction are collected from several sources. Specifically, these are:

1.1.3.1. Customer complaints

1.1.3.2. Feedback and communicating directly with customers

1.1.3.3. Questionnaires and surveys

1.1.3.4. Sector and media studies

1.1.3.5. Product/Materials returns and

1.1.3.6. Market Share

1.2. Customer feedback and complaints

1.2.1. Customer complaints, spontaneous expressions of satisfaction, and other unsolicited customer feedback are collected and processed by concerned functional Manager. The resulting data is periodically analyzed by the General Manager or other authorized person, and is presented and discussed at Management Review meetings.

1.3. Customer surveys

1.3.1. HCO conducts random customer satisfaction surveys. Survey results are compiled and analyzed, and are combined with customer satisfaction data for compatible aspects of products and services. Conclusions are presented and discussed at Management Review meetings.

1.4. Product warranty claims

1.4.1. Information about the rate of product returns and warranty claims is extracted from accounting, and IMS records. Respective functional manager report the results and trends to GM. The forum for subsequent actions is Management Review meetings.

1.5. Market share

1.5.1. GM and CM (or other authorized people) are responsible for collecting and analyzing data regarding competition, competitive products, and market share. This data is periodically analyzed and presented at management review meetings.

2. Internal Audit

2.1. Planning and scheduling

2.1.1. QHSEMR establishes an internal audit plan and schedule in accordance with Procedure Internal Audits. Every activity and area is audited at least once a year. Selected activities are audited more frequently, depending on their importance and IMS performance history.

2.2. Audit team and preparation for audit

2.2.1. Only personnel independent of the audited activities are assigned to conduct internal audits.

2.2.2. Auditors prepare for audits by reviewing applicable standards and procedures, analyzing IMS records and establishing questionnaires and checklists. Selection of auditors and preparation for the audit are explained in Procedure Internal Audits.

2.3. Conducting the audit

2.3.1. Conducting the audit, auditors seek objective evidence indicating whether the audited activities comply with the requirements of the documented IMS and applicable standards and whether the IMS is effective. The evidence is collected by observing activities, interviewing personnel, and examining records.

2.3.2. Audits are conducted in a way that minimizes disruption of the audited activities


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2.4. Corrective action and follow up

2.4.1. When nonconforming conditions are identified, a Corrective Action and / or Preventive Action Report is generated. The manager responsible for the affected area or activity is requested to propose and implement a corrective and / or preventive action. Implementation and effectiveness of the action are verified by a follow-up audit.

2.5. Reporting

2.5.1. When the auditing cycle is completed, all nonconformity reports established during the cycle are compiled and analyzed, and are presented at the Management Review Meeting.

2.5.2. Audit reports are submitted to the QHSEMR and copies sent to the concerned personnel for initiating corrective action and / or preventive action.

2.6. Management Review Meeting

2.6.1. Management Review Meetings are convened by QHSEMR and are attended by the General Manager, Department Heads and concerned personnel (Management Review Team) at least once a year to review effectiveness of the implementation of the IMS System. Audit Reports, Non-Conformance Reports and Corrective and Preventive Action status are reviewed. Necessary actions are taken based on the observations

3. Monitoring and Measurement of Process

3.1. Process monitoring

3.1.1. Integrated Management System processes are monitored by variety of approaches and techniques, as appropriate for a particular process and its importance. These include:

3.1.1.1. Conducting internal audits of the IMS;

3.1.1.2. Monitoring trends in corrective and preventive action requests;

3.1.1.3. Analyzing product conformity and other IMS performance data and trends;

3.1.1.4. Measuring and monitoring customer satisfaction

3.2. Response actions

3.2.1. When a IMS process does not conform to requirements, QHSEMR may request the manager responsible for the process to implement a corrective action and / or preventive action, in accordance with Operational Procedures Corrective Actions and Preventive Actions.

4. Monitoring And Measurement Of Product

4.1. Product release

4.1.1. Monitoring and measurement is performed at appropriate stages from start to the delivery of the service. Authorized person controls the quality of product\service prior to the release.

4.2. In case of inspection by customer is contractually agreed, necessary liaison is made by the authorized person during or before the inspection and testing as required

Section 8.3 – Control of Nonconforming Products

1. Identification and documentation

1.1. At all stages from start to delivery, the responsibility for nonconformity detection, reporting and corrective action / preventive action are assigned.

1.2. Product nonconformity records are invaluable for tracking performance and trends, and for identifying areas where corrective or preventive actions should be implemented.

1.3. If nonconforming product is found, GM or other authorized person will decide whether it is major or minor in nature and a Nonconforming Report shall be prepared.


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1.4. Nonconforming products\service are documented using a Nonconforming Report. It describes the nonconformity, documents the disposition decision and records close-out of follow-up activities (concessions, corrective actions, preventive action, etc.).

1.5. To prevent nonconforming products\service from being used, they are removed from the point of use and marked as non-conforming ( if applicable).

2. Nonconformity review and disposition

2.1. The authority for review and disposition of nonconforming products rests with the Office. Any nonconformity observed at any stage may be disposed-off by one of the following actions:

2.1.1. A Non Conformance report shall be prepared and addressed to concerned authority.

2.1.2. The Non Conformance shall be processed and decision taken if to scrap material or initiate rework.

2.1.3. The reworked products / items / services are again subjected to inspection before final approval.

Section 8.4 – Analysis of Data

1. General

1.1. Data and information recorded in IMS records are compiled and analyzed periodically to determine trends in the performance and effectiveness of the IMS and to identify opportunities for improvement.

1.2. QHSEMR is responsible for coordinating these activities, and for reporting conclusions and trends to the top management. This is usually done within the framework of management reviews of the IMS in accordance with Management Review Process.

2. Scope

2.1. Conformance to product and customer requirements

2.1.1. Cancelation, Scrap, rework, repair, redo (including cost) - recorded in nonconformance reports and are reviewed and analyzed by Function Manager / GM.

2.2. Supplier / contractors

2.2.1. Supplier / Contractor performance is evaluated by the Projects Manager.

2.3. Customer Satisfaction and dissatisfaction

2.3.1. Customer satisfaction levels - recorded in customer satisfaction surveys and reports and evaluated for trends by GM or any other authorized person.

2.3.2. Customer complaints — recorded in customer complaints log and evaluated by GM or other authorized person.

2.4. Integrated Management System

2.4.1. Effectiveness of training — recorded in training evaluation reports and evaluated for trends by Departmental Managers.

2.4.2. Effectiveness of IMS — recorded in internal audit reports and evaluated for trends by QHSEMR.

2.5. Analysis of Results of verification activities

2.5.1. A report based on the above analysis is prepared and circulated to concerned personnel for review.

2.5.2. The trends are reviewed in the Management Review Meeting based on these reports to determine any preventive actions needed.


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Section 8.5 – Improvement

1. Continual Improvement

1.1. Opportunities for improvement

1.1.1. Opportunities and priorities for improvement are identified by comparing present performance as defined in the IMS policies and IMS objectives.

1.1.2. IMS performance is determined by analyzing information about customer satisfaction, records of product and process nonconformity, results of internal audits and other data and information relevant to IMS performance. Section 8.4, Analysis of Data, defines the scope and system for collecting and analyzing such information.

1.1.3. IMS performance is evaluated by management reviews of the IMS system. Where IMS performance falls short of a defined objective, the management review identifies specific improvement actions to reach the objective. When a objective is reached, the management review may set a new, higher objective in this area and specify new improvement actions for reaching it.

1.1.4. This process of facilitating continual improvement through the use of IMS policies, IMS objectives and analysis of data is defined in management system review.

1.1.5. In addition to management reviews, departmental managers identify improvement opportunities continually, based on daily feedback from their operations and other activities. Employees are also encouraged to come forward with ideas for improving products, processes, systems, productivity and working environment. These improvement opportunities are evaluated and prioritized by QHSEMR and where appropriate are implemented through the system of corrective and preventive actions.

1.2. Implementation of improvement projects

1.2.1. Improvement projects are usually implemented through management review actions and through corrective and preventive actions. Where appropriate, improvement projects may be also initiated by management directives, such as policy statements, announcements, memoranda and so forth.

2. Corrective Action

2.1. Corrective actions are taken to eliminate the causes of the non-conformities as appropriate to the nature of the problem:

2.1.1. Users initiate corrective actions by raising a Corrective Preventive Action Request (CPAR) to the QHSEMR whenever non-conformance is detected. The identified corrective action is implemented and monitored by the person concerned and closed by the QHSEMR.

2.1.2. Corrective actions related to IMS or its documentation can be proposed by any person by filling up a document change request as described in the Section 4.2 of this IMS Manual.

2.1.3. Corrective actions are immediately taken for system or product/service related non-conformities and relevant documents amended appropriately.

2.1.4. Corrective actions shall be explored to identify the causes of the non-conformities and the means of preventing their recurrence for product/materials that are disposed for rejection, rework and scrap.

2.1.5. Corrective actions shall be initiated and results monitored for the non-conformities raised from the Internal Audits and customer complaints during management review meeting or as required.

2.1.6. Corrective action shall be initiated and monitored by reporting the receiving product-related non-conformities to the respective supplier. In case of repeated non-conformances, the supplier/Contractor is removed from the Approved Supplier/Contractor’s List as per relevant documented Process Description.

2.1.7. As corrective action, necessary training shall be provided to the concerned personnel, and the training results monitored, when a non-conformance is due to inadequate training of personnel.


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2.1.8. All formal customer complaints regarding products are analyzed and results are discussed in the Management Review Meetings to decide on the corrective measures. Actions required and time frame for completion is specified in the records of such meetings and is regularly followed up.

2.1.9. The corrective actions implemented are verified for their effectiveness during the Internal Audit and Management Review Meetings

3. Preventive Actions

3.1. Preventive action is taken to eliminate the causes of potential non-conformities in order to prevent their occurrence in the first place.

3.2. Preventive action should be appropriate to the effects of the potential problem:

3.3. Procedure is established to define the requirements for :

Determining potential non-conformities and their cause.

Evaluating the need for action to prevent occurrence of non-conformity.

Determining and implementing action taken.

3.4. Responsibility: Respective department head is responsible for identifying the potential non-conformities and for implementing preventive action.

3.5. Reports on rejection, rework and scrap are prepared, reviewed and the trend is monitored periodically to identify any potential non-conformity and preventive action required.

3.6. The results of Internal Audit and Customer Complaints are reviewed during the Management Review Meetings to reckon potential non-conformities and implement necessary preventive actions, as required.

3.7. The performance of suppliers is monitored to identify any potential non-conformity related to suppliers and preventive actions like looking for new suppliers is identified and carried out.

3.8. All equipments used for product/service realization are subjected to preventive maintenance to eliminate/minimize the causes of potential non-conformities likely to occur in case of equipment breakdown. A preventive maintenance schedule for the equipment is maintained

3.9. Adherence to Safety is made compulsory to eliminate/minimize potential dangers to personnel and/or equipment.


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Appendix A: Business Process Map


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Appendix – B: Organization Structure

Please reffer to the document number HCO-OS for the organization structure.

Appendix – C: IMS (Quality, OHS and Environment) Policy

Being a Social Accountable organization, Al-Hamdan Consulting Office is committed to provide quality services in a manner that always aligned with

our core values: Integrity and respect, innovation and learning, leadership and accountability, excellence and sustainability. We will strive to

continually improve the ways in which we promote, communicate and manage quality, environment and occupational health and safety. Followings

are focal points:

To provide value added services which consistently meet or exceed customer’s needs and expectations as specified, in their contracts,

requests and Approvals.

To ensure all work is carried out in a cost effective and timely manner, and in accordance with the highest professional standards

aiming for continual improvement and customer satisfaction through the involvement and participation of all levels of management,

staff and other interested parties.

To produce a design, in which all hazards have been identified, assessed, quantified and then mitigated and eliminated as far as

possible. To facilitate this objective, a number of documented safety systems are in place and followed up across each project phase to

demonstrate acceptable Health and Safety performance and delivery.

People are our most valuable asset, and we are all committed to ensuring the health, safety and wellbeing of everyone in the

workplace and take adequate steps to prevent accidents and injury to health by minimizing the cause of hazards in the working

environment.

To minimizing the impact of our operations on the environment and to minimize the rational use of renewable and non-renewable

resources. We optimize the use of electricity, water, paper and other resources by continually identifying, reviewing, and

implementing practical measures to reduce resource usage while maintaining our high standards.

To achieve and sustain business excellence by continual improving all operations and continuous learning and development of

employees through effective communication and consultation.

Meet and whenever possible exceed all OHS and environment legislative requirements and codes of practice.


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Appendix – D: Key Position Responsibilities & authorities

Duties of the Executive Management (MD and GM)

The duties of the executive management of the company organized within the IMS are:

Setting and monitoring corporate policies, goals and organization,

Providing adequate resources so that the IMS can be maintained and futher developed;

Specifying need-oriented staff development ad continuing education programs for employees and managers;

Specifying corrective and preventives measure;

Reviewing and assessing the appropriateness and effectiveness of the IMS in the course of management review;

Maintaining the key indicator-based reporting systems and, where applicable, determining the necessary measures based on it;

Assigning and determining the duties, responsibilities, and competencies that are subject to delegation from among the obligations of the business operator;

Supervising the duties that are subjected to delegation; Duties of the Employees and Managers

The duties and responsibilities of all employees and managers at HCO are regulated and specified in detail in the relevant and job descriptions. The main tasks in the context of the IMS are:

Application and further development of the IMS within each person’s own area of responsibility;

Implementing corrective and preventive measures;

Actively providing suggestions in the continuous improvement process(CIP);

Cooperating in the implementation of audits. Duties of Process Owners (POs)

Each process owner (PO) is responsible for the planning and implementation of a full process or sub- process. This includes:

Allocating staff and resources;

Being responsible for collecting data and key indicators;

Monitoring the process and being responsible for passing information along to upstream or downstream processes;

Continuously ensuring that the process is legally complaint. To manage and monitor his or her process, the PO captures key indicators, analyzes them (for example, through performance measurement and balance scorecard) and initiates correctives and improvement measures where necessary. These key indicators are also used to evaluate IMS, environmental impact, and process safety. They are incorporated to varying extents for reporting, including, where applicable, being integrated into the management review.


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Appendix – E: List of Process / Procedure

Document No Document Description IMP-01 Al Hamdan Consulting Office IMS Policy

IMSM Integrated Management System Manual

INTEGRATED MANAGEMENT PROCESSES QP-01 Control of Documents

QP-02 Control of Records

QP-03 Internal Audits

QP-04 Control of Nonconforming Products, Corrective Action and Preventive Action

QP-06 Manage Human Resources

QP-07 Manage Projects Bidding

QP-08 Manage Design

QP-09 Manage Pre-construction

QP-10 Manage Construction

QP-11 Manage Review

QP-12 Hazard Identification Risk Assessment and Control


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Appendix – F: Correspondence of HCO-IMS Manual to Related Standard clause & Documented Process Description

Manual Clause ISO 9001:2008 ISO 14001:2004 OHSAS 18001:2007

Normative Reference 2 2 2

Terms and Definitions 3 3 3

Integrated Management System 4 4 4

General 4.2.1 4.4.4 4.4.4

Documentation Requirements 4.2, 4.2.1-4 4.4.4, 4.4.5, 4.5.4 4.4.4, 4.4.5, 4.5.4

Management Responsibilities 5 4.4.1 4.4.1

Management Commitment 5.1 4.4.1 4.4.1

Customer Focus 5.2 4.3.1, 4.3.2, 4.6 4.3.1, 4.3.2, 4.6

IMS Policy 5.3 4.2 4.2

IMS Planning 5.4, 5.4.1-2 4.3, 4.3.3 4.3, 4.3.3

Responsibility, Authority and Communication

5.5, 5.5.1-3 4.4.1, 4.4.3 4.4.1, 4.4.3

Management Review 5.6, 5.6.1-3 4.6 4.6

Resource Management 6

Provision of Resources 6.1 4.4.1 4.4.1

Human Resources 6.2, 6.2.1-2 4.4.2 4.4.2

Infrastructure 6.3 4.4.1 4.4.1

Work Environment 6.4 - -

Product Realization 7 4.4 4.4

Planning of Production and Service Provision

7.1 4.4.6 4.4.6

Customer-related Processes 7.2, 7.2.1-3 4.3.1, 4.3.2, 4.4.6, 4.4.3 4.3.1, 4.3.2, 4.4.6, 4.4.3

Design and Development 7.3, 7.3.1-7 4.4.6 4.4.6

Purchasing Excluded Excluded Excluded Production and Service Provision 7.5, 7.5.1, 7.5.2, 7.5.3,

7.5.4, 7.5.5 4.4.6 4.4.6

Control of Monitoring & Measuring Devices

Excluded Excluded Excluded

Measurement, Analysis and Improvement

8 4.5 -

General 8.1

Monitoring and Measurement 8.2, 8.2.1, 8.2.2, 8.2.3, 8.2.4

4.5.1, 4.5.2, 4.5.5, 4.5.1, 4.5.5, 4.5.2, 4.5.3,

4.5.3.1

Control of Non-conforming Products 8.3 4.5.2, 4.5.3 4.5.3.2

Analysis of Data 8.4 4.5.1 4.5.1

Improvement 8.5, 8.5.1, 8.5.2, 8.5.3 4.2, 4.3.3, 4.6, 4.5.3 4.2, 4.3.3,4.6, 4.5.3.2