integrated management system 2014

Transcription

integrated
management
system 2014
quality
iso 9001
customers
organisation
management
safety
employees
Manuel M-111
security
environnement
iso 27001
performance
sustainable development
iso 50001
atex
iso 14001
fire detection risk
radiation protection
lighting risk
mase
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contents
1. The management’s commitment and management policy........................
2. General presentation of the group...............................................................................
3. Ensure the durability and sustainable development of the group .....
4. Organising and running the company........................................................................
5. Controlling projects....................................................................................................................
6. Respecting the environment...............................................................................................
7. Avoid industrial accidents and occupational diseases.................................
8. Securing the information system...................................................................................
9. Optimise the energy performance of our buildings ......................................
10. Monitor and improve................................................................................................................
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Appendices
List of the business units
List of the process managers
Presentation of the business units
List of mandatory documentation (m-113)
Ims objectives 2013
Reference documents
Norme ISO 9001: 2008
Norme EN 9100 : 2009
Referentiel MASE/UIC 2009
Référentiel QUALIFOUDRE 2.3
Norme ISO 14001 : 2004
Specification E CEFRI
I7 et F7 APSAD
ISO / CEI 27001
BS OHSAS 18001 : 2007
SAQR-ATEX
ISM-ATEX
ISO 50001 : 2011
EIFFAGE adheres to the United Nations Global Compact 2011 on 23 august 2012)
EIFFAGE charter of values and objectives – Code of conduct (08.08.08)
Adheres to the National Biodiversity Strategy on 26th may 2011
EIFFAGE book of ethics and commitment (october 2011)
EIFFAGE purchasing code of conduct (06.02.09)
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preamble
This manual describes how the CLEMESSY Group’s Integrated Management System is organised.
What is an Integrated Management System (IMS) ?
The Integrated Management System (IMS) is a management tool which combines quality, health, safety, environment,
radiation protection, APSAD, qualifoudre requirements and the information security system.
This tool, made available to the business units, makes it possible to :
- foster an overall consistency of the systems by avoiding redundancies
- have an overall view of organization to better identify the points to be improved
- achieve an improvement in the results
- facilitate in-house communication
- optimize and centralize the audits
- meet the recommendations of the group’s sustainable development policy.
The standards and their scope of application
The provisions relating to the Integrated Management System are applied throughout the whole group or by business unit :
Standards
Wording of the standards
Scope of application
ISO 9001
Quality management systems
CLEMESSY group
ISO 14001
Environmental management systems
Requirements and guidelines for use
CLEMESSY group
EN 9100
Quality management systems,
Requirements of the organisations for the aviation,
Space and defence industries
Monitoring & Control and Measurement Business
of the Aeronautics, Space and Transport Business
Unit
MASE-UIC
Business Units’ Safety Improvement Manual
Business units according to the MASE regional
scope
APSAD
I7 and F7 : Installation and maintenance service
for Fire Detection Systems (FDS) and safety
systems (CMSI) I81 and I82 : intrusion detection
and video-surveillance.
CLEMESSY CA : entities in Mulhouse c3 building
and
Local Recognised Establishments (LRE)
CEFRI
French certification committee relating to
Business Units for Training and monitoring
personnel subject to Ionising Radiation in the
workplace.
Business units or subsidiaries in the CLEMESSY
group concerned by work carried out being subject
to ionising radiation in nuclear facilities
ISO 27001
Information security management system
Business units’ sensitive projects (for which ISO
27001 or equivalent is required)
QUALIFOUDRE
Reference system for qualifying lighting
professionals
Companies or subsidiaries within the CLEMESSY
group concerned by works to prevent accidental
risks in facilities which are classified for
environmental protection subject to authorisation
(decree of 19th july 2011)
BS OHSAS 18001 :
2007
Occupational Health and Safety Management
System
Business Units concerned, in particular those
involved in export activities
Saqr-ATEX
Voluntary service certification rules put in place by
the INERIS
Companies or subsidiaries belonging to the
CLEMESSY group concerned by workshop repair
work on electrical and non- electrical equipment
able to be used in explosive atmospheres (ATEX)
Ism-ATEX
Voluntary service certification rules put in place by
the INERIS
Companies or subsidiaries belonging to the
CLEMESSY group concerned by design,
installation and maintenance work on
ISO 50001 : 2011
Energy management system
CLEMESSY SA owned sites
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Scope of certification
For the ISO 9001 and 14001 standards, the scope concerned by the Group is as follows:
Engineering, design, studies, manufacture, installations, commissioning, corrective and preventive maintenance relating
to the following installations and equipment :
- electrical (electrical switchboards)
- low- and high-voltage electrotechnical up to 400 kv
- mechanical
- instrumentation
- automated
- Information technology
- weak-current installations and equipment
- piping and measurement
- fire safety systems
- video-surveillance and intrusion detection in the field of industry and services.
The scopes of the other standards are specified in document M-148.
The fundamental role of the management
The management undertakes to determine, implement, assess and improve:
- the integrated policy and associated objectives,
- the high-performance and efficient Integrated Management System (multi-standards)
- the organization suited to the market
- the availability of the necessary resources
- the services and products delivered in compliance with customers’ requirements
- listening to customers and taking measures contributing to their satisfaction
- risk assessment, the occupational risk assessment
- control of the significant environmental aspects identified
- regulatory conformity applicable to our business activities.
This commitment is a fundamental condition to build a system which is recognized both in-house as well as by our
certifying organizations and our customers.
The Integrated Management System manual can
be circulated freely to our customers, prospects,
suppliers, partners and various intereste parties.
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the management’s commitment
and management policy
the management’s commitment
Since it was set up, the CLEMESSY Group has been pursuing its development efforts and has
today reached a recognised position in its fields of expertise and local services.
«The quality of our services must serve as a reference»
For the future, the following areas of progress have been implemented:
- ensure the durability and sustainable development of the group
- organising and running the company
- controlling projects
- respecting the environment
- avoiding industrial accidents
- avoiding occupational diseases
- managing exposure to ionising radiation
- securing the information system
- optimise the energy performance of our buildings
The General Management undertakes to see to it that the group’s works and services
are carried out in line with this policy, with the concern for continuous improvement, while
meeting the regulatory and contractual obligations to achieve customer satisfaction and while
respecting our employees and the environment.
The General Management makes the Group Quality & Environment Officer, the Health and
Safety Department head, the person responsible for the real estate department, the engineer
in charge of APSAD/QUALIFOUDRE certification, responsible for checking the decisions
taken are applied, the efficiency of the organisation put in place and periodically reporting on
the results of these decisions being implemented.
Patrick GUERBERT
Chairman & Managing Director
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commitment of the management
The members of the executive committee, the business unit managers, the subsidiary managers, the activity
managers, the group’s quality, safety and environment officers, the people in charge of central processes,
undertake personally along with the Chairman & Managing Director
- to enforce the policy and the objectives set out in the Integrated Management Systems Manual m-111, in
their departments and business units.
- to see to it that all their staff adhere thereto by means of positive communication of the approach described
in the manual in order to sustain and meet the Group’s objectives.
Léon PALERMITI
Directeur Ressources
Humaines
Philippe LAYLE
Directeur Finances
et Contrôle de Gestion
Alain HERRMANN
Directeur Alsace
Pascal BEDNARSKI
Responsable d’agence
Mulhouse
Pascal GESQUIERE
Dunkerque
Romain MASSFELDER
Chef d’entreprise Metz
Philippe GUEDON
Directeur Ouest
Atlantique
Gilbert LECLERC
Responsable filiale SEH
Daniel BENINGER
Directeur Reims
Orléans
Philippe HUBERT
Orléans
Didier TAVERNE
Directeur Maine
Normandie
Jean-Pierre QUIBEUF
Chef d’entreprise
associé Mécanique
Maine Normandie
Dominique STOECKLEN
Adjoint à la Direction des
Système d’Information
Marie-Madeleine REYMANN
Adjoint à la Direction des
Système d’Information
Jean-Marc MONZEIN
Chef d’entreprise
Colmar
Alain CROZON
Responsable filiale PLS
Stéphane BIELER
Chef d’entreprise
associé Grands Projets
Maine Normandie
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Christian HOLDER
Directeur Aéronautique
Spatial Transport
Thierry BEAUGE
Responsable
d’exploitation AST ISE
Rémi PETITDEMANGE
Responsable
d’exploitation AST MEX
Dominique BRAND
Responsable
d’exploitation AST ISA
Michel RAMBAUD
Directeur EIS/Fluides IT
Clemessy Méditerranée hors Etang de Berre
Philippe DUBUISSON
Directeur Clemessy
Nucléaire
Alain BESSARD
Chef d’entreprise Lyon
Xavier UHL
Chef d’entreprise
Centre-Est
Jean-Yves RENARD
Chef d’entreprise
Epinal
Jean-Marc BORREL
Chef d’entreprise
associé Secauto
Jean-Pierre DONZEL
Chef d’entreprise
associé Secauto
Clemessy Méditerranée Etang de Berre
Rémy KAUFFMANN
Chef d’entreprise
Clemessy Motors
Vincent HIELE
Responsable d’activité
EMCS Nord
Stéphane DELATTRE
Chef d’entreprise
Game Ingénierie
Olivier LECORNET
Responsable filiales
Cogelub et LAB Assistance
Emmanuel GEYER
Chef d’entreprise
Energie et Process
Industriels
Eric BARBIER
Responsable
d’exploitation
Tabelec
Jean-Luc VASSELIN
Responsable filiale
Dynae
Patrick GUERBERT
Président
Game Pyrénées
Gilles LACROIX
Responsable filiale
Game Travaux
Marie-France CARAMELLA
Responsable centrale
du processus Commerce
Muriel RISACHER
du processus Finances et
Gestion
Francine SCHOEPCHEN
du processus Ressources
Humaines
Jean-Marie GUTLEBEN
Responsable Qualité
Environnement Groupe
Luc GIRARDI
Responsable du service
Santé Sécurité Radioprotection
Pascal CONRATH
Responsable d’activité
Clemessy Switzerland
Jean-Martin MEYER
Chef d’entreprise
RMT et Clemessy Maroc
Francine LECOUTURIER
du processus Achats
Alain BECART
Responsable Immobilier
Moyens Généraux
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management policy
Ensure the durability and sustainable
development of the group
- Satisfy our customers by providing quality services which
meet their needs
- Contribute to improving the economic results by having
complete control of our operational working methods
- Maintain a good level of cash flow
- Satisfy our employees by creating a working environment in
which they can be fully involved.
- Promote innovation in the field of energy efficiency
- Continue to improve our offers through research and
development.
- Favour the use of our staff and restrict the use of outside
labour
organising and running the company
- Carry out staff assessment interviews
- Work with a joint information system
- Know and apply the procedures
- Be part of an initiative to put in place an integrated management
system
- Clarify our personnel’s missions
- Master and make technical expertise progress
- Welcome staff
- Manage the authorisations.
avoid industrial accidents and
occupational diseases
respect the environment
- Be part of our customers’ environmental approach
- Reduce our environmental impacts
- Ensure a regulatory watch to anticipate solutions
- Optimise the management of our waste by reducing the
quantities thereof and by increasing amount of our waste which
is recycled
- Prevent and analyse our environmental accidents.
controlling projects
- Carry out our projects in line with the rules relating to risk
control and the « 5R »
- Know the basics of the professional methods recognised by
our customers
- Be selected as a competent professional in the fields of fire
safety, intrusion detection, video-surveillance and lightning
protection
- Choose suppliers capable of obtaining the same levels of
work and services as we offer our customers and monitor their
performance
- Promote the safety culture for our nuclear activities.
- Emphasize having a preventive attitude
- Make information systematic and generalise knowledge of
the regulations in force
- Promote safety via the hierarchy by means of a
participative approach with the personal and institutional
partners
- Integrate safety naturally into production techniques
and working methods
- Protect employees from ionising radiation and provide them
with enhanced medical follow-up
- Implement the regulations in force by using the single
occupational risk prevention document as a basis for analysis
- Communicate on the right of withdrawal and the duty to alert
- Manage the risks linked to addictions.
monitor and improve
- Regularly organise audits and inspections
- Promote feedback from the field.
Optimise the energy performance of
securing the information
- Meet the requirements of customers who within the framework
of projects issue requirements in terms of it security
- Increase the level of security of the Group’s information
resources.
our buildings
- Control our energy consumption
- Reduce our carbon emissions.
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general presentation of the
group
the group’s businesses
Designing, integrating, installing, maintaining and improving systems and equipment in the field of electrical
and mechanical engineering.
The Group’s offers revolve around three types of activities:
&
expertise
maintenance
& services
projects and proximity
systems
Whether it be large turnkey projects
or proximity work, the teams are
mobilised locally et propose a variety
of solutions and services in line with
our customers’ requirements.
Our multi-technical skills, combined
with our commitment to R&D,
enable us to build turnkey systems
and equipment dedicated to
numerous industrial processes.
Our specialists advise and support
the customers when it comes to
organising and putting in place their
maintenance strategy.
- Electrical engineering
- Communication & security
- Energy efficiency
- Process automation
- Measurements
- Mechanical
- Piping
- Tests, validation and simulation
- Inspection
- Electrical equipment
- Analysis
- Assembly/Erection
- Handling, conveying
- Maintenance engineering
- Management and operating
- Repair/reconstruction work
- Diagnostics and monitoring
- Maintenance operations
- Inspection, calibration
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some references
industry
transport infrastructure
- Renault Tangiers Morocco
Designing, building and commissioning several pieces of
production equipment : gluing and mirror work islands, opening
assembly tools, assembly line for the vehicles’ rear axle units
- CNES and Arianespace
Maintenance and operation of the safety and protection
systems, the electric energy generating and distribution
systems and the launchers’ monitoring & control systems
- Total Marketing Raffinage
Maintenance of the analysers at the Feyzin, Donges and
Grandpuits refineries
- Sanofi Pasteur
Contract relating to the maintenance and qualification of the
research equipment (around 3,000 pieces of equipment) and
refrigerating equipment on the Marcy l’Etoile premises
- Cargill
Designing and building the electrical and automated equipment
for the cocoa bean processing plant on the island of Java
- Famar Orléans-La-Source
Designing and carrying out power & lighting and
communications work packages, the BMS / EMS (Building
Management System/ Environment Management System) as
well as the Clean Piping project with a purified water loop being
put in place.
- GRT Gaz
Carrying out the electrical equipment and instrumentation,
analyses and metering at the Cerville plant
- SNCF (French Railways)
Building a test bench for inverters, compressors, auxiliary
converters and battery chargers mounted on the TGV highspeed trains for the Technicentre in Bischheim, France.
- SENAC
Implementing the Fixed Operating Equipment at the toll stations
on the Dakar-Diamniadio motorway in Senegal
- Port of Lomé
Designing and installing the electrical equipment for the new
container terminal in the port of Lomé in Togo
- Marseille –Provence-Métropole
Designing and installing the safety facilities for the VieuxPort tunnel. The supervision implemented makes it possible to
manage all the systems : lighting, signalling, ventilations, videosurveillance
- STEP Marquette-Les-Lille
Carrying out the power & lighting and communications work
packages for the new water treatment plant in Marquette-LesLille
-Benin National Water Company (SONEB)
Designing and installing the electrical and hydraulic equipment
on the project to create and distribute drinking water in several
towns around the capital, Cotonou
- Veolia propreté
Supplying analysers for emissions measurements and the
measurement acquisition system for the Household Waste
Incineration plant in Limoges.
energy and nuclear fuel
tertiary
- EDF – DOM & CORSE Diesel Power Plants
Design and turnkey building of the general electrical
installations of the new diesel power plants in the French
overseas departments and Corsica.
- EDF Energies Nouvelles
Carrying out the electrical installation work on three units of the
photovoltaic plant located in Toul, France.
- EDF
Modifications to the instrumentation on all the French nuclear
power plants.
- The General Major Works Department in Brazzaville
Congo
Designing and carrying out the work to identify six villages in
the Pool region, between Brazzaville and Pointe-Noire.
- CEA /AEC
Designing and building the General Electrical Installations on
the Jules Horowitz reactor project on the Cadarache site
- EDM (Electricité de Mayotte)
Engineering, supplies, erection and commissioning of a system
for injecting urea into the exhaust fumes of five diesel engines
at an existing power plant.
- Altarea
Carrying out the electrical installations and the centralised
technical management of the Villeneuve La Garenne shopping
centre
- Orsay Museum – Paris
Multi-technical maintenance of the museum’s installations
- Caisse des Dépôts et de Consignation
Carrying out the works required to deploy a second HVA/
LV network in connection with the restructuring of the energy
facilities at the Data Center of the Caisse des Dépôts et de
Consignation in Arceuil
- City of Strasbourg
Designing and carrying out the power & lighting and
communications work packages for the new European School
of Strasbourg
- Claude Bernard University in Lyon
Carrying out the power & lighting and communications work
packages on the project involving the requalification of the
Rockefeller site.
- Inter-regional Department of Penitentiary Services–
Dijon
Replacing the HV cubicles and the cabinets for managing
generator sets at 5 establishments in the region.
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organisation of the group
The detailed organisation of the CLEMESSY Group is described in the organisation chart which is available on the
intranet.
The responsibilities and the relations between the important positions are defined and described in the various
managers’ mission or objective sheets. QSE plans or the use of job descriptions may supplement these measures.
The central services provide the operational business units with services in the fields of marketing, communication,
commerce, purchasing, project production, finance and management, maintenance of means and infrastructure, safety,
human resources, legal aspects, quality and the environment. They have a support, validation and monitoring function.
General Management
Chairman & Managing Director
Patrick GUERBERT
Industrial Department
General Secretariat
Méthods
Project / contract management
Technical validation & Audit
Quality Environment
Legal
Insurance
Sales Department
Human Resources
Department
Information Systems
Department
In-house training centre
H.R. policy
Health-safety and radiation protection
Information systems
Information technology
Financial and Accounting
Control Department
Cash flow– Finances
General Accounting
Audit and internal controls
Consolidation – Taxation
Accounting control
Business units
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General Management
Sector sales
managers
Marketing &
Communication
Industrial
Department
Purchasing
co-ordination
Property
and general
resources
department
Responsible for
developing the major
commercial sectors
Business units
ALSACE
OUEST /
ATLANTIQUE
LYON
METZ / DUNKERQUE
CENTRE EST
EPINAL
SECAUTO
REIMS / ORLÉANS/
BELGIQUE
MAINE / NORMANDIE
A.S.T.
E.I.S/FLUIDES IT
CY MEDITERRANÉE
HYLINE BELGIQUE
HYLINE FRANCE
PROCAT
CY AUTOMATIZARE
CY SWITZERLAND
TESEO
CLEMESSY
NUCLÉAIRE
GAME TRAVAUX
R.M.T.
CLEMESSY MOTORS
GAME INGÉNIERIE
ÉNERGIE & PROCESS
INDUSTRIELS
CLEMESSY UK
GAME PYRÉNÉES
CLEMESSY MAROC
E.M.C.S NORD
COGELUB
LAB ASSISTANCE
DYNAE
SEH
PLS
SURVITEC
The scopes concerned by the Clemessy Group’s certifications and qualifications are defined in list M-148.
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process cartography
The CLEMESSY Group’s process cartography presents the processes required for the Group’s Integrated Management
System and how they interact.
- Some processes are of an obligatory nature for the Group’s business units. They are identified in list M 113.
- Other processes are proposed by the Group to the business units which can adapt them to the local conditions. They
are identified in list M 114.
- Finally, some processes, relating in particular to specific business activities, are specific to the business units and are
identified in the list of the documentation applicable to the business unit.
A process manager is designated for each of these processes.
Every year, they carry out a review of their process to assess the efficiency thereof and organise the continuous
improvement which the management is responsible for implementing.
The results of the process review are used as input data for the Management reviews.
Managing the processes incorporates the objectives fixed by the CLEMESSY Group’s Management with the aim of
meeting the requirements of our customers, our partners as well as the various interested parties.
No processes are outsourced.
M-020 Integrated Management System
M-111, M-113
M-112, M-124,
M-163
IMS +
Policy &
objectives
Document
control
M-141
M-143
M-159
Risk assessment
guide for heath
and safety
Management
review
Organisation for
personnel
management with
CEFRI
Law and
regulations
M-173, M-174,
M-175, M-176
Environment
Design and engineering
Market needs
Leading the project
CM-020
Completion of works
(on site - workshops)
Engineering
Commercial
Process
Customer
requirements
Sustainability of
the company
Risk prevention
Local works
Maintenance
Customer
satisfaction
SUPPORT PROCESSES
Environmental
requirements
AL-021
FC-031
Procurement, Purchases
of Materials and
Subcontracting
Risks
M-140
Steering the
processes
Economic Project
Management
M-115
Internal audit
procedure
M-120
RH-022
Identification of the skills
required in short and
medium term
Continuous
improvement
M-121
SGX-003
Building management
Control of
non-conformities
Preservation of
the environment
M-501
Activity report and
QSE indicators
Measure, analyse and improvement
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communication
Internal
Internal communication regarding the IMS at Group level is essential given the geographical diversity of its business
units.
It is carried out on several levels:
- from Group Management to the business units : Integrated Management System, Group performance charts,
operating summary of the business units, periodical meetings,…
- from the business units to Group Management : periodical business reports and reviews, scheduled meetings,
- in each of the Group’s business units: policies and objectives, performance charts, business reports, scheduled
meetings, individual performance assessments, informal chats …
To allow access to information, CLEMESSY have put in place internal communication
terminals. There are fifty or so of them, spread out over the various locations, installed in
convivial places such as at the coffee machines or where people regularly pass through.
New articles are published each week, providing information about life in the company
(business successes, trade shows, key figures, messages from the General Management …).
Information is posted on notice boards for the site staff or sites which do not have access
to communication terminals.
External
The rules of communication are described in note CM117.
The communication department sees to it that the Group’s graphical charter is adhered to, as well as the image and
all the issues whatever the media
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ENSURING THE SUSTANABILITY
AND THE DEVELOPMENT OF
THE GROUP
Medium-term business plan
In order to adapt to the technical, technological and organisational developments of the various market segments, the
CLEMESSY Group has initiated a thought process for the 3 years to come.
MEDIUM-TERM BUSINESS PLANS (MTBP) have been established for each strategic market segment.
economic management of projects
The financial management of the Group is subject to the application of the legal accounting rules and internal rules
regarding financial management edited by CLEMESSY, in order to:
- to establish the legal financial statements (accounting),
- ensure reporting to the General Management (budgetary control, financial control),
- optimise the cash flow situation to a sufficient level to guarantee the development of the company.
Process FC-031 describes the economic management of projects so as to control the economic risks relating to
carrying out projects.
By way of a constant effort within each entity, monitoring the financing of customers’ projects has to be done in line
with controlling the Group’s cash flow situation. A financing plan is required for any risky project in accordance with
procedure CM107.
Analysing the financing of the project is an integral part of the project meeting carried out by the project manager and
the financial management department.
The information gathered makes it possible to detect at a given time the customer projects which are in an over- or
underfinanced position, so that action can be taken during the costing phase and when the project is underway.
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assessment and adaptation of skills
Sustained social dialogue, leads to various social agreements being concluded:
- forward planning of jobs and skills
- geographical mobility
- the employment of seniors and ages management
- salary policy
- equality between men and women
- strenuousness.
In order to adapt resources to changes in our businesses and markets, the CLEMESSY Group takes continuous action
by means of vocational training, recruitment, apprenticeships, geographical and occupational mobility
as well as by career advancement.
At the heart of these processes is the personal assessment interview with the employees.
in-house training center
Our in-house training centre designs and provides training courses as well as training programmes possibly leading
to a vocational certificate or even a diploma awarded by the French Ministry of Education . These courses are open to
all our employees and concern all the company’s businesses such as electrical fitter, site supervisor, designer, project
manager, test supervisor, ...
They allow the employees to:
- acquire operational knowledge and professional methods,
- to appropriate management tools which are part of the values, culture and strategy of our company,
- share their experience,
- join the business networks.
The training courses are partly taught by employees from our company.
tuned into customers’ needs
It is important for us to continuously assess our customers’ satisfaction and expectations.
Being tuned into our customers is done on two levels:
- in the operational business units: the quality officers measure the unit’s customer satisfaction through various
indicators : spontaneous congratulation letters, paper satisfaction surveys, quotations by customers, our customers’
audits, complaints, etc.
Customer complaints are dealt with by establishing deviation sheets in order to analyse the causes of the problem and
to take appropriate action.
- at Group level : each year, the Marketing Department carries out a satisfaction survey (by telephone) with a panel of
the Group’s customers.
The results obtained are shared with the operational units and are rigorously monitored by the Group quality manager
who sees to it that corrective actions are implemented. The feedback from our customers, even if it appears to be
negative, are ways of improving things to be used by our teams in contact with the customers. Any dissatisfaction
expressed is an opportunity for our commercial team to meet our customers and to consider with them the solutions
which we can provide to the problems raised.
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sustainable development
The expression «sustainable development » qualifies development which meets current needs without compromising
the ability of future generations to meet their own needs.
In order to do so, the three pillars of sustainable development are economic efficiency, social social equity and respect
for the environment.
Economic efficiency refers to objectives of sustainability and growth.
- Developing the loyalty of our current customers and Commercial Development
- Our employee’s feeling of belonging to the Group
- Identifying and reducing risks of all kinds.
Social equity aims to fulfil human needs, equity and social cohesion.
- Development through employee training
- Safety and Health, staff satisfaction.
- Diverse recruitment policy
Respect for the environment aims to preserve, improve and optimise the environment and natural resources over
the long term.
- ISO 14001 approach
- Energy control, reduction in our consumption
- Waste management
- Prevention and control of risks and impacts
- Awareness of our employees
- Innovative commercial offers in the field of energy efficiency
- Reducing the carbon footprint
Ecological
Workable
Viable
Sustainable
Sociable
Equitable
Economical
energy optimisation clemsEE
commercial offer
CLEMESSY proposes to improve the comfort and safety of buildings, reduce the carbon footprint and cut its customers’
energy consumptions.
A comprehensive but modular offer has been developed and makes it possible to address economic and environmental
issues in industry and the tertiary sector. Each of the bricks contributes to the construction of an overall system
making it possible to have the decision support tools serving energy efficiency.
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organising and running the
company
The CLEMESSY Group has chosen to undertake the implementation of an Integrated Management System which will
allow it to do the following :
- make the Group and business units sustainable by clearly formalising how they operate and are organised,
- be certified to be recognised by customers and partners alike.
management by objective
Objective of the business units
Each business unit defines formalised annual objectives in terms of orders booked, production, profitability, cash flow
QSE and improvement stemming from budgetary preparation and the Management’s Review of the Management
System.
The annual objectives are part of the Group’s strategy developed in the Medium-Term Business Plan.
They are conveyed to all the employees generally within the framework of meetings at the start of the year.
Operating meetings
During the course of the year, regular meetings (management, sales, production, ...) make it possible to monitor the
actions and performance indicators put in place to meet the business unit’s objectives.
The employees’ individual objective
The performance assessment is a periodic assessment, conducted by the immediate superior, to work on the following:
- the assessment in terms of performance in relation to the position held and the objectives for the past period,
- the objectives to be achieved during the coming period,
- the analysis of the employee’s situation and development.
This is the moment when the employee’s superior takes stock of the position held, defines the objectives, clarifies the
rules and the delegations, and monitors his/her employee.
For the employee, the assessment makes it possible to measure what has been done, what remains to be done, the
progress made or still to be made, to identify his/her contribution to the success of the business unit and to make it
known.
The business units’ managers have to work on the professional development of their employees by holding career
committee meetings.
18
formalisation of the organisation
Organisation chart
The organisation charts are presented with a common format and updated at least once a year in the event of changes.
All the people in an entity must appear on an organisation chart. Each employee has only one superior.
Each organisation chart has to be validated by the immediate direct superior.
The files of all the Group’s organisation charts are sent to the Organisation department for a consistency check and
updating of the Standard’s document database.
Delegation and Sub-delegation
The delegations of the Directors / Business Unit Managers (N-1) are established by the Legal & Insurance Department
on the basis of instructions given by the General Management.
The Legal & Insurance Department sees to it, when establishing them, that the conditions of validity imposed by the
Courts are abided by, as well as making sure that the overall format is consistent.
The sub-delegation of powers and responsibilities is possible but within the strict framework of the rules set out in
procedure M-105 and with the help of the standard formats M-104.
Staff replacement stream
Formalising the replacement stream has to specify for each department, the name of the person holding each main
position and that of his/her replacement(s).
group information system
The information system is organised around a multi-function tool (Movex) and Lotus Notes. It ensures the uniformity of
the data and the consistency of the information within the Group. It is a rigorous tool which makes it possible to speak
the same language within the Group and enter the information once only, as close as possible to the operational side.
running the management system
At the CLEMESSY Group headquarters, specialists in the field of IMS reference systems are in charge of co-ordinating
actions for the certification processes which cover several of the Group’s entities.
When a certification only concerns a company on a local basis, they can provide support in terms of assistance.
The QSE officers in the business units are close to operations and know the requirements of the customers and their
businesses. They are versatile and supervise the IMS processes locally and inform the specialists at head office of
their requirements.
The Quality Environment Steering Committee meets 5 days a year to build, maintain and improve our ISO 9001 and
ISO 14001 certified Management System.
19
technical expertise
The majority of the CLEMESSY Group operational entities have equipped themselves with expertise grids.
CLEMESSY have developed the SAGESSE tool which makes it possible to track expertise with the aim of:
- building up a common language in terms of technical expertise,
- memorising our technical expertise in a simple manner,
- analysing and making existing expertise evolve.
staff clearances
The CLEMESSY Group companies make sure that the clearances and authorisations are issued according to the
ability of a person to carry out fixed tasks safely. These measures are also applicable to temporary staff. The staff not
cleared or authorised must not carry out tasks presenting dangers which fall within the scope of clearances.
A joint tool, HABILIS, is used to manage the clearances and makes it possible to:
- print the clearance certificates
- print the access books for the activities in the nuclear industry
- monitor the corresponding training or retraining courses
- have employees’ knowledge checked at yearly intervals
- monitor medical inaptitudes
- designate the employees representing the employer for the Prevention Plans and Special Safety and Health
Protection Plans. Internal electrical clearance training is carried out in accordance with the CARSAT Alsace Moselle
rules, including ED 6127 leaflet published by the INRS (French National Institute for Research & Safety).
document control
The document system defines all the steps taken in terms of organisation, procedures, methods and
resources making it possible to implement the integrated policy and ensure the conformity of the products, work,
services and activities carried out to the entire satisfaction of customers, partners and interested parties.
This integrated system comprises a structured, controlled and maintained documentation.
The clemessy group’s mandatory documents
- The list of documents M-113 comprises the documents which must be used in the Group.
- The forms associated with a document which is mandatory can be completed by each business unit if need be,
without calling into question the mandatory nature of the document.
The clemessy group’s reference document
- The list of documents M-114 establishes the Group’s reference documents
- These documents can be modified by the business units.
The business units’ applicable documents
- Each business unit must adapt and supplement the list M-114 in accordance with its certified environment.
- The list of the applicable documents for each business unit comprise Group reference documents taken as such or
adapted and documents relating specifically to the business unit.
All these provisions are subject to audit campaigns.
20
5|
controlling projects
from the customer’s needs to fulfilling them
One of the prime concerns of the CLEMESSY Group’s IMS is to meet our customers’ expectations and needs but also
to offer them local or efficient project organisations, innovative and attractive technical solutions. The latter are carried
out in line with the budgets, deadlines and quality required.
The « 5Rs » methodology allows us to control projects: this method ensures that operations are carried out according
to plan by holding 5 reviews throughout the life of the project :
5r
- tender review
- incoming order review
- kick-off review
- project progress review
- end-of-project review
Grid M-500 presents the rules to be applied during the reviews required by the Group. The business units can adapt
this grid to their certified scope but cannot be exempted from the minimum requirements requested by the Group.
The content, organisation and efficiency of the project processing reviews are systematically monitored by the business
units’ management.
prior to the invitation to tender
The commercial staff identifies the requirements relating to the tenders, in terms of customers’ requirements, technical
or organisational specifications.
The invitation to tender is received and pre-analysed in order to decide whether to prepare the tender or to decline it.
The customer is informed of the decision.
projects risk
The projects representing a volume greater than €750k or presenting risks according to procedure CM-107 have to
be subject to a specific validation procedure before the tender is even established and at each stage before committing
to the customer.
Identifying such projects in the VPI GEODE tool, taking them into consideration and validating them in the tender
review, monitoring them using the grid for analysing risks as soon as the order comes in all go to make up this
surveillance which is now essential for VPI projects.
external and internal consortia
/ groupings
In the event of a temporary Grouping with other external companies or between companies from the CLEMESSY
Group to establish the tender, a contract specifies the distribution of the roles and responsibilities of the Consortium
members, including everything relating to quality, safety, environment and the other fields concerned.
21
processing the tender
The job of preparing the tender is given to a Sales Engineer or a project manager who is the customer’s contact in the
tender phase. Before the tender is submitted, they check that it does indeed meet the customer’s requirements and
expectations and that the company is capable of producing it in the event of an order.
5r
Tender review
- Commit the company with regard to the tender or not
- Ensure the quality and the exhaustiveness of the tender
- Ensure that in the event of an order, it will be able to be produced under satisfactory conditions
- Anticipate the safety of the personnel involved
processing the incoming order
An incoming order review is organised by the commercial staff in charge of the tender before the order is accepted.
5r
Incoming order review.
- Commit the company in relation to the order or not
- Ensure the conformity and exhaustiveness of the order in relation to the tender and the
negotiations
- Ensure that the order will be able to be produced under satisfactory conditions
analysis and monitoring of project risk during construction phase
The risks on projects are identified and monitored in the commercial process phase. A grid to analyse the risks can be
initiated at this stage by the sales person, ideally accompanied by the project manager approached.
After the review on receipt of the order and in the kick-off phase, the project manager takes into account the
identification of the risk carried out during the commercial phase and supplements it throughout the time it is monitored
during the construction phase.
At each project progress review meeting, the monitoring of the project risks is updated.
confidentiality
All the necessary precautions are taken so that the products and documents sent by a customer cannot be accessible
to business units which are not directly involved in the execution of the contract.
kick-off
For each order, an order « manager » (project leader or manager, site manager …) organises and heads up the production
of the order, including relations with the customer during all the production phases. They fulfil their duty to provide advice
and propose additional works, if need be.
They take on the responsibility of the order until the transfer of ownership.
5r
Kick-off review
Define the organisation to produce a project or contract which makes it possible to meet the
objectives in terms of costs and deadlines and the customers’ requirements and internal demands.
22
production process and preparing the service
All production and/or service activities, including how the processes operate, are defined and implemented in the
business units. Conserving the product is also taken into account. Special steps are also taken in terms identification
and traceability if necessary.
In any case, appropriate measures are taken with regard to the customer’s ownership as well as intellectual property
in order to preserve the confidential nature thereof.
surveillance and measurement mechanisms
The mechanisms defined to ensure the conformity of the products and services delivered to the customer or the
processes implemented are controlled at the business units responsible for carrying out the products and services.
5r
Project progress review / Taking stock from economic point of view
- Identify what still has to be produced, risks, provisions for contingencies
- Identify the deviations
- Detect the risks
- Monitor the project’s plan of action
- Update the information relating to leading the project and inform the hierarchy.
end-of-order analysis
After the transfer of property, an analysis is carried out under the responsibility of the person in charge of the order to
provide feedback and improve the processes implemented. This feedback is input data for the process review.
5r
End-of-project review
- Analyse the deviations and malfunctions
- Give feedback in order to improve projects in the future.
For significant contracts and after the facility has been put into service, steps are taken to check that the customer is
satisfied with the work and services carried out. If their remarks or difficulties can be utilised, they are recorded in order
to provide feedback. Additional works and services may be proposed to the customer in order to help them to operate
the facility in the best way possible and to keep it in good condition.
design and development
This ability is recognised and mentioned in the wordings of the appendices to the ISO 9001 certificates of the
business units concerned. The decision to initiate the certification process and the scope of application are decided
on according to the projects at the time of the kick-off reviews.
23
fire detection systems and
safety systems requirements
To ensure the performance of a safety system in the field of fire, intrusion or video-surveillance, several conditions
have to be fulfilled:
- a design adapted to the requirements of the user and meeting the standards
- top quality equipment which meets standards
- a qualified installer for this type of installation
It is of primary importance to meet these conditions in order to be recognized as a qualified professional in the fields
of fire safety, intrusion detection and video-surveillance but also in order to guarantee our customers the best quality
of work and services. The standard of certification is defined by the APSAD-F7& 17 and 181 & 182 regulations.
The CLEMESSY Group Technical Department co-ordinates the actions and organises the certification.
control of purchases
The CLEMESSY Group has to choose the national or international suppliers of products or providers of services who
are able to implement a continuous and shared competitiveness gains policy. Priority has to be given to purchases
from suppliers within framework contracts.
Subcontracts and purchase contracts have to pass on the «customer» constraints and secure the work & services: the
purchaser has a duty to alert.
It is imperative that the Group’s purchasing charter and rules of conduct be adhered to and any deviation is punished.
The purchasing department must be involved from the outset in the significant or sensitive customer tenders, in order
to guarantee the effectiveness of the process and secure the projects.
To this end, the CLEMESSY Group’s Purchasing Co-ordination Department:
- handles relations with the large suppliers’ sales departments, negotiates the national contracts or delegates the
negotiation and implementation to the market purchasers
- ensures the consistency of the Group terms and conditions of payment
- manages the suppliers file, monitoring the supplier assessments
- handles the updating of the framework contracts
- ensures the link with the financial department and the information systems (managing rebates at the end of the year
and managing the supplier data bases).
- supervise the supplier and subcontractor audits and monitor the legal documents.
Each business unit organises its purchasing department according to its own set-up and its business; the purchasing
department reports hierarchically to the business unit manager and functionally to the purchasing co-ordination
department. Each business unit abides by the Group’s annual purchasing policy (AL-156).
24
nuclear safety
Nuclear safety is a set of provisions making it possible to ensure the normal operation of a nuclear facility, prevent
accidents or malicious acts and to limit the effects thereof both for the workers and the public as well as the environment.
Within the framework of the operations carried out for its nuclear activities, the CLEMESSY Group undertakes to :
- promote Safety culture within its teams
- make all its personnel aware of their task and the impacts of Safety on the nuclear facility which any anomaly
committed within the framework of their activities could lead to.
lightning risk
According to current french legislation, ICPEs (Facilities classified for the protection of the environment in France
must):
- carry out a Lightning Risk analysis by an approved inspection body,
- carry out a technical survey conducted by an approved company in the event of an non-conformity,
- bring their facilities into conformity by putting in place a protection system in accordance with the technical survey
by an approved installer.
French QUALIFOUDRE certification allows the CLEMESSY Group companies to be recognised as competent to
engineer and put in place lightning protection systems. Furthermore, the employees have received training relating to
lightning issues and their knowledge validated by an external body.
design, installation, maintenance and repair
work in explosive atmospheres (atex)
For our customers who are concerned by the risks of explosion, everything is implemented to ensure that the work
equipment and any associated connecting device made available to the workers, is designed and maintained so as to
reduce these risks as much as possible. Our work must therefore be carried out with a constant concern to ensure and
preserve the level of protection required for the work equipment located in a zone where there is a risk of explosion.
Voluntary service certification rules exist for companies performing work in the following fields:
- the workshop repair of electrical and non-electrical equipment able to be used in explosive atmospheres: SaqrATEX certification (Quality Assurance System for Repairers of equipment able to be used in Explosive Atmospheres).
Entrusting a piece of ATEX equipment to Saqr-ATEX certified workshops, allows our customers to have the guarantee
that this equipment (e.g.: motors) will always meet the original level of safety and that the maintenance and/or repair
operations carried out will not degrade its protection mode. CLEMESSY MOTORS has Saqr-ATEX certification for
electrical equipment, motors and accessories.
- the design, installation and maintenance of industrial facilities in explosive atmospheres : Ism-ATEX certification
(Installation - Service - Maintenance in explosive atmospheres). These activities can only be carried out by staff
who have received specific training regarding the modes of protection and must be subject to special monitoring
and management. This safety has to be guaranteed during the design/engineering, installation and maintenance
of the working premises and equipment. ISM’ATEX certification allows the SECAUTO company to be recognised as
competent to ensure this level of safety.
25
6|
respecting the environment
biodiversity
EIFFAGE has adhered to the National Strategy for Biodiversity (NSB), borne by the French Ministry for Ecology,
Sustainable Development, Transport and Housing.
This commitment requires that any actions in favour of the preservation of biodiversity be formalised.
They have to be structured and presented in a manner which is perfectly compatible with the NSB, to take advantage
thereof in terms of image, influence and reputation vis-à-vis the institutional bodies. The first stage will be to assess the
dependence and inter-relations of the company with regard to the stakes involved in biodiversity within the framework
of our environmental impact analyses.
analysis of the environmental
aspects and impacts
Processes, activities, products and services, factors of significant impacts (real or potential) are identified by means
of the environmental analysis of the site using the GEODE Environment tool. The significant environmental aspects
and emergency situations identified are processed on a hierarchical basis according to rules of procedure «M-173
identification of the environmental aspects and impacts».
The decisions relating to the analysis of the environmental aspects able to have significant impacts and chosen by the
management appear in each business unit’s improvement plan.
The factors of significant impacts are taken into account to establish environmental objectives and targets. The
environmental analysis of our worksites or work carried out at a Customer’s is done using a dedicated form.
regulatory monitoring
Regulatory monitoring for the Group is also carried out using the GEODE Environment tool.
Each business unit’s environment officer is in charge of updating the collection of texts which are applicable and relate
specifically to its activities (in particular for the local texts and regulations). An audit regarding regulatory compliance
is carried out periodically.
Identifying and gaining access to the legal and regulatory requirements applicable to the business unit are described
in procedure « M-163 Control of external documentation ».
26
operational control
The activities and the operations associated with the significant environmental aspects are identified during the
Environmental Analysis.
Each entity’s environment officer has to make sure that the business activities which have significant aspects give rise
to procedures which describe the “ good practices ” to be abided by.
emergency situations
The emergency situations are identified on the basis of the environmental analysis carried out by the environment
officer and are listed in the GEODE Environment tool in the « emergency situation » tab.
The environment officer in each business unit, creates responses to these emergency situations which make it possible
to control and manage them. The tool also makes it possible to define the conditions for planning drills to check the
efficiency of these means.
waste management
CLEMESSY organises the sorting of waste according to the «M-176 waste management» procedure. The selective
sorting of waste consists in sorting packaging waste, hazardous waste and non-hazardous waste in order to facilitate
and optimise the further processing of waste. The monitoring and traceability of the waste disposal, in accordance
with the Environmental Code, are summarised in a waste register. Our waste service providers have all the required
authorisations, approvals and certificates ensuring compliance with the regulations and standards in force.
The CLEMESSY group’s commitment is to give priority to waste reduction at the source, by optimising our processes
and our methods and by promoting returnable packaging.
27
7|
avoid industrial accidents and
occupational diseases
prevention health safety approach
The CLEMESSY Group has a central health, safety and radiation protection department relayed by safety officers in
the business units with the aim of putting in place the measures required to ensure the safety and protect the health
of each and every person.
The central health, safety and radiation protection department provides help to business units concerning the
prevention measures to be put in place.
Each business unit performs a self-assessment according to the occupational risk assessment Guide (M-141) which
consists in the following :
- identifying the occupational risks
- remove the risks which can be
- assessing and ranking the residual risks
- implementing an improvement plan aiming to eliminate or reduce them.
The CLEMESSY Group is faced with numerous occupational risks which are often linked to the very activity of the
business unit in question. As an example, we can mention the following risks : asbestos – fall from a height – display
screens - electrical – hardship – chemicals - road – psychosocial risks – Musculoskeletal disorders.
The requirements relating to Occupational Health and Safety conditions are reviewed regularly.
Work done on site or in a workshop is the subject of a risk analysis from the outset which leads to the following:
- a prevention plan being established jointly with the customer
- a special safety and health protection plan being established
In all cases, the following basics have to be respected :
Health
- Ban drugs from workplaces
- Respect the smoking areas including in company
vehicles
- Manage exposure to the risk factors associated
with « *hardship at work »
- Reduce repetitive gestures
- Reduce the use of vibrating tools
Safety
- Apply the 9 general principles of prevention
- Draft the DU’s (Uniform Occupational Risk Prevention
Document according to actual conditions in the field
- Respect the timetables for mandatory training and
refresher courses
- Ensure the mandatory checks are monitored
- Use the adapted PPE (personal protective equipment)
* Use the sheets for preventing exposure to certain
occupational risk factors (called Individual Exposure
Sheets at Group level)
Health & safety inspections and audits are scheduled and carried out in each business unit by the safety officer.
In addition, the supervisors can carry out the health and safety inspections.
In order to supplement our initiative when it comes to safety-health, some business units have integrated a MASE,
OHSAS 18001 and/or CEFRI certification
28
safety improvement
MASE is a standard which revolves around the following five axes:
- commitment of the business unit’s management
- vocational skills and qualifications
- preparing and organising work
- inspections
- continuous improvement.
The Group’s companies involved in this process deploy a Company Safety Improvement Plan which is a set of
documents which list the measures put in place to fulfil the requirements of the MASE Reference System:
- the Health & Safety policy
- the internal planning and monitoring measures
- the list of the Health & Safety recordings
- the organisation (authority et responsibility)
- the principles for identifying the dangers and risks
- the company’s internal or external means of communication regarding Health and Safety
- the principle of the Management review and how it works
bs ohsas
18001
The OHSAS 18001 is a British standard primarily aimed at managing Health and Safety at work.
It thus revolves around 6 main areas:
- The legal requirements
- An occupational health and safety policy
- Planning actions
- Implementation and operation
- Inspections and corrective actions
- A management review
It is an internationally recognised set of rules and it is particularly aimed at the Group’s business units which have
business abroad.
radiation protection
Radiation protection is defined as being all the rules, procedures means of prevention and surveillance aiming to
prevent or reduce the harmful effects of ionising radiation produced on people directly or indirectly, including at the
time of damage caused to the environment.
The management at CLEMESSY has appointed a «Designated Person in Charge » in order to:
- ensure the implementation and maintenance of a radiation protection management system in accordance with the
requirements of the CEFRI, (French Committee for the certification of Companies for training and monitoring people
working under ionising radiation),
- check the enforcement thereof,
- report to Group general management on how this system operates.
Several people competent in Radiation Protection (PCR) are present in the various business units concerned. The
PCRs are designated by the Business Unit manager and have the following main duties :
- evaluate the dosimetry
- propose solutions designed to reduce exposure as much as possible
- retrieve the operational dosimetry
These organisational measures make it possible to fulfil at all times the requirements of the CEFRI as well as the
regulations in force in terms of training, medical follow-up and dosimetry monitoring for this type of personnel.
29
8|
securing the information
system
iso
27001
The Information Security Management System (ISMS) contributes to enhancing the level of protection of the Group’s
wealth of information and to meeting the requirements of the Group’s customers when it comes to information security.
It is based on a risk management standard (ISO 27005) which requires putting in place a risk management process.
Since 2012, the IT Department has been taking part in the ISO 27001 initiative with the aim of reaching a certifiable
level.
9|
optimising the energy
performance of our buildings
iso
50001
The General Management at Clemessy has decided to initiate ISO 50 001 certification. The ISO 50001 standard is
an Energy Management System. Its objective is to establish the systems and processes required to improve energy
performance, including energy efficiency, usage and consumption.
Implementing an SMEn makes it possible to:
- structure the energy saving initiative,
- lead to a reduction in greenhouse gas emissions, energy consumption and the associated costs,
- meet regulatory requirements
The key stages in this initiative
1. Taking stock of the situation in the shape of an energy diagnostic which will form the basis of the improvement
initiative and defining the energy policy.
2. Defining the energy performance indicators.
3. Carrying out and maintaining an energy review.
In line with the principle of continuous improvement, the objectives have to be fixed and lead to improvement measures
being put in place. Furthermore, training modules relating to the technical tasks and jobs are put in place at our inhouse training center and they evolve according to requirements.
30
10|
monitor and improve
The aim of the Integrated Management System which is implemented is to improve the performance of our Group.
Applicable improvement and surveillance methods and measures are deployed to allow us to:
- ensure the quality of services and products
- learn from our mistakes and capitalise.
improvement
Improvement contributes to fulfilling the business unit’s objectives and particularly concerns the improvement actions
with regard to the customers, products delivered, environmental issues, how we operate internally and the management
system.
Improvement is carried out at business unit level and at Group level in a consistent and complementary manner.
It is scheduled over the business year and then regularly supplemented following analyses coming from the surveillance
data, improvement opportunities, and deviation analyses. The preventive and corrective actions are declared closed
after the efficiency measures have been fulfilled.
The QSE department organises the development and monitoring of the improvements and it keeps a QSE improvement
plan up-to-date in each business unit.
Improving how we operate internally as well as improving the products and services are performed by holding process
reviews which include analysing the data (customer satisfaction, deviation, conformity, significant environmental
aspects, characteristics of the processes and supplier performance,…) and the implementation of corrective or
preventive actions by the process managers.
surveillance
The surveillance and measures relate to the conformity and efficiency of the products, activities, services delivered and
the management system.
They are performed by carrying out the following:
- internal audits,
- process reviews,
- inspections on the products and services delivered to the customers,
- collecting information relating to the satisfaction, expectations and claims of customers, partners and interested
parties, malfunctions the cause of which is non-conformity of products or services delivered to the customer, deviations
with regard to the Group’s policy, legislative requirements and other requirements, supplier services, difficulties linked
to the Management System (deviations).
The information collected is summarised in operating reports which are drawn up and sent to the Quality Department.
31
control of nonconforming product
Non-conformities relating to products and services are dealt with in procedure M-121 «Control of non-conformities».
Non-conformities are tracked and recorded under the responsibility of the project leader or project manager.
The quality officer guarantees that the major non-conformities which occur are analysed in the process reviews and
constitute the input data for the Management review.
internal audit
The internal audits are planned and performed within each business unit. The management makes the necessary
resources available to carry out the audit programme.
At CLEMESSY Group level, a annual campaign of Management audits is carried out in order to:
- check the conformity of the business unit’s IMS with the Group’s applicable standards and rules
- assess the efficiency of the system
- provide avenues for progress on the basis of the feedback from the auditors and practices within the Group.
32
process review
The process review is carried out yearly or more frequently if need be, in the presence of the people involved identified
by the process leader. It is performed under the responsibility of the process leader, making it possible to:
- monitor the actions decided on during the previous reviews,
- identify and analyse any deviation from the process,
- define any possible corrective or preventive actions,
- identify avenues for improvement in the efficiency and effectiveness of the process,
- measure the level of maturity of the process and compare the results obtained in relation to the objective set.
management review
The objective of the Management review is to assess the level of efficiency of the Management System and decide on
the actions to be initiated to improve it.
The following are therefore organised :
- an annual Management review at Group level, initiated and led by the Management
- an annual Management review at each business unit level, initiated and led by the Group’s business unit managers.
Intermediate points concerning quality, safety, environment and other matters supplement this.
capitalisation of experience
Capitalising the experience gained in our businesses is done by way of the following:
- the technical database (TEKNOS)
- the updated data from the OPTIMA costing software
- the database of reference sheets for our projects
- the worksite KTALOG
- the basis for assessment of the work and services carried out by our suppliers.
In addition, training modules relating to the businesses and technical functions are put in place the Institut Des Métiers
and are adapted according to requirements.
33

integrated management system 2014

Transcription

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