Ferguson Transport & Shipping Integrated Management System ...

Ferguson Transport & Shipping Integrated Management System ISO 9001:2015 / ISO 14001:2015 / ISO 45001:2018

PRINTED DOCUMENTS ARE NOT CONTROLLED Integrated Management System ISO 9001:2015, ISO 14001:2015, ISO 45001:2018

SAFETY BEYOND COMPLIANCE Ferguson Transport (Spean Bridge) Ltd: SC156545; Ferguson Shipping (Kishorn Port) Ltd: SC317803

Registered Office: Annat, Corpach, PH33 7NN

Last updated 19/06/2020 of 46 IMS01.1 Reviewed by: TP

Contents DOCUMENT REVIEW SHEET ................................................................................................................................................... 4 AMENDMENT RECORD ............................................................................................................................................................ 4 1 SCOPE ............................................................................................................................................................................. 6 2 NORMATIVE REFERENCES ........................................................................................................................................... 9 3 TERMS AND DEFINITIONS ........................................................................................................................................... 10 4 CONTEXT OF THE ORGANISATION ............................................................................................................................ 11

4.1 Understanding the organisation and its context .................................................................................................................. 11 4.2 Understanding the needs and expectations of interested parties..................................................................................... 13 4.3 Determining the scope of the Integrated management system ........................................................................................ 16 4.4 Integrated management system and its processes ............................................................................................................ 17

5 LEADERSHIP ................................................................................................................................................................. 18 5.1 Leadership and commitment ................................................................................................................................................. 18

5.1.1 General ............................................................................................................................................................... 18 5.1.2 Customer focus ................................................................................................................................................... 18

5.2 Policy ........................................................................................................................................................................................ 19 5.2.1 Establishing the SHEQ policy .............................................................................................................................. 19 5.2.2 Communicating the SHEQ policy ......................................................................................................................... 19

5.3 Organisational roles, responsibilities and authorities ......................................................................................................... 20 5.4 Consultation and Participation of workers ........................................................................................................................... 21

6 PLANNING ..................................................................................................................................................................... 22 6.1 Actions to address risks and opportunities .......................................................................................................................... 22

6.1.2 Hazard Identification and assessment of Risk...................................................................................................... 23 6.1.2 Environmental Aspects ........................................................................................................................................ 23 6.1.3 Compliance Obligations / Determination of legal and other requirements. ........................................................... 23 6.1.4 Planning Action ................................................................................................................................................... 24

6.2 Integrated objectives and planning to achieve them .......................................................................................................... 25 6.3 Planning of changes ............................................................................................................................................................... 25

7 SUPPORT ...................................................................................................................................................................... 26 7.1 Resources ................................................................................................................................................................................ 26

7.1.1 General ............................................................................................................................................................... 26 7.1.2 People ................................................................................................................................................................. 26 7.1.3 Infrastructure ....................................................................................................................................................... 26 7.1.4 Environment for the operation of processes ......................................................................................................... 27 7.1.5 Monitoring and measuring resources ................................................................................................................... 27 7.1.6 Organisational knowledge ................................................................................................................................... 27

7.2 Competence ............................................................................................................................................................................ 28 7.3 Awareness ............................................................................................................................................................................... 28 7.4 Communication ....................................................................................................................................................................... 28 7.5 Documented information ........................................................................................................................................................ 29

7.5.1 General ............................................................................................................................................................... 30 7.5.2 Creating and updating ......................................................................................................................................... 31 7.5.3 Control of documented information ...................................................................................................................... 31

8 OPERATION .................................................................................................................................................................. 32 8.1 Operational planning and control .......................................................................................................................................... 32

8.1.2 Eliminating Hazards & Reducing OH&S Risk ....................................................................................................... 33 8.1.4 Procurement ........................................................................................................................................................ 34

8.2 Emergency Preparedness and Response ........................................................................................................................... 34 8.2 Requirements for products and services ............................................................................................................................. 35

8.2.1 Customer communication .................................................................................................................................... 35 8.2.2 Determining the requirements for products and services ..................................................................................... 35 8.2.3 Review of the requirements for products and services ......................................................................................... 35 8.2.4 Changes to requirements for products and services ............................................................................................ 35

8.3 Design and development of products and services ............................................................................................................ 36 8.3.1 General ............................................................................................................................................................... 36 8.3.2 Design and development planning ....................................................................................................................... 36 8.3.3 Design and development inputs ........................................................................................................................... 36 8.3.4 Design and development controls ........................................................................................................................ 36 8.3.5 Design and development outputs ........................................................................................................................ 36





8.3.6 Design and development changes ....................................................................................................................... 37 8.4 Control of externally provided processes, products and services .................................................................................... 37

8.4.1 General ............................................................................................................................................................... 37 8.4.2 Type and extent of control ................................................................................................................................... 37 8.4.3 Information for external providers ........................................................................................................................ 38

8.5 Production and service provision .......................................................................................................................................... 38 8.5.1 Control of production and service provision ......................................................................................................... 38 8.5.2 Identification and traceability ............................................................................................................................... 38 8.5.3 Property belonging to customers or external providers ........................................................................................ 38 8.5.4 Preservation ........................................................................................................................................................ 39 8.5.5 Post-delivery activities ......................................................................................................................................... 39 8.5.6 Control of changes .............................................................................................................................................. 39

8.6 Release of products and services ......................................................................................................................................... 39 8.7 Control of nonconforming outputs ......................................................................................................................................... 39

9 PERFORMANCE EVALUATION .................................................................................................................................... 40 9.1 Monitoring, measurement, analysis and evaluation ........................................................................................................... 40

9.1.1 General ............................................................................................................................................................... 40 9.1.2 Customer satisfaction .......................................................................................................................................... 41 9.1.3 Analysis and evaluation ....................................................................................................................................... 41

9.2 Internal audit ............................................................................................................................................................................ 42 9.3 Management review ............................................................................................................................................................... 43

9.3.1 General ............................................................................................................................................................... 43 9.3.2 Management review inputs .................................................................................................................................. 43 9.3.3 Management review outputs ................................................................................................................................ 43

10 IMPROVEMENT ............................................................................................................................................................. 44 10.1 General ..................................................................................................................................................................................... 44 10.2 Non-conformity and corrective action ................................................................................................................................... 44 10.3 Continual improvement .......................................................................................................................................................... 44

11 APPENDIX ..................................................................................................................................................................... 46 11.1 (Informative) Clarification of new structure, terminology and concepts ........................................................................... 46 11.2 Procedure references as applicable ..................................................................................................................................... 46





Document Review Sheet The authorisations below certify that this document has been reviewed and accepted and demonstrates that the individuals are aware of all the requirements contained herein and are committed to ensuring their provision.

Name Position Date

Reviewed by: Tracy Pollington Management Systems Controller 19/06/2020

Checked by: Sandy Mackintosh SHEQ Officer 22/06/2020

Approved by: Frank Davidson Head of SHEQ 22/06/2020 Amendment Record This document is reviewed regularly to ensure relevance to the systems and process that it defines. A record of contextual additions or omissions is given below.

Amendment Date

Revision Guide Page (Numbers)

Context Initials





Introduction Ferguson Transport & Shipping has developed and implemented an Integrated Management System (IMS) in order to document the company’s best business practices, better satisfy the requirements and expectations of its customers and improve the overall management of the company. The Integrated Management System (IMS) meets the requirements of the international standards ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018. This system addresses the services & support provided to customers. This document describes the Integrated Management System (IMS), delineates authorities, inter relationships and responsibilities of the personnel responsible for performing within the system. The document also provides procedures or references for all activities comprising the Integrated Management System (IMS) to ensure compliance to the necessary requirements of the standard. This document is used internally to guide the company’s employees through the various requirements of the ISO standard that must be met and maintained in order to ensure customer satisfaction, continual improvement and provide the necessary instructions that create an empowered work force. This document is used externally to introduce our Integrated Management System (IMS) to our customers and other “interested parties”. The document is used to familiarise them with the controls that have been implemented and to assure them that the integrity of the Integrated Management System (IMS) is maintained and focused on customer satisfaction and continual improvement.





1 Scope

The adoption of an integrated management system is a strategic decision for the company that can help to improve its overall performance and provide a sound basis for sustainable development initiatives. The potential benefits to the company of implementing an integrated management system based on these International Standards are:

• The ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements;

• Facilitating opportunities to enhance customer satisfaction; • Addressing risks and opportunities associated with its context and objectives; • The ability to demonstrate conformity to specified ISO management system

requirements.

This document employs the process approach, which incorporates the Plan-Do-Check-Act (PDCA) cycle and risk-based thinking

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Representation of the structure of the International Standard in the PDCA cycle The process approach enables the company to plan its processes and their interactions. The PDCA cycle enables the company to ensure that its processes are adequately resourced and managed, and that opportunities for improvement are determined and acted on. Risk-based thinking enables the company to determine the factors that could cause its processes and its management systems to deviate from the planned results, to put in place preventive controls to minimize negative effects and to make maximum use of opportunities as they arise. Consistently meeting requirements and addressing future needs and expectations poses a challenge for the company in an increasingly dynamic and complex environment. To achieve this objective, the company might find it necessary to adopt various forms of improvement in addition to correction and continual improvement, such as breakthrough change, innovation and re-organisation. IMS management principles The IMS management principles are:

• customer focus • leadership • engagement of people • process approach • improvement • risk awareness • evidence-based decision making • relationship management • legal compliance and evaluation

Process approach General The company promotes the adoption of a process approach when developing, implementing and improving the effectiveness of an integrated management system, to enhance customer satisfaction by meeting customer requirements. The Ferguson Transport & Shipping process approach involves the systematic definition and management of processes, and their interactions, so as to achieve the intended results in accordance with the policies and strategic direction of the company. Management of the processes and the system as a whole will be achieved using the PDCA cycle with an overall focus on risk-based thinking aimed at taking advantage of opportunities and preventing undesirable results. The application of the Ferguson Transport & Shipping process approach enables:

• understanding and consistency in meeting requirements; • consideration of processes in terms of added value; • achievement of effective process performance; • Improvement of processes based on evaluation of data and information.





The company sees the monitoring and measuring check points, which are necessary for control, are specific to each process and will vary depending on the related risks.

Schematic representation of the elements of a single process

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2 Normative references

In addition to ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018 standards the company will also make reference to relevant British and or International Standards as well as customer specifications appropriate to the product/market.





3 Terms and definitions

Ferguson Transport & Shipping Integrated Management System (IMS) uses the same internationally recognised terms, vocabulary and definitions given in ISO 9001:2015, ISO 14001:2015 & ISO 45001.





4 Context of the organisation

4.1 Understanding the organisation and its context

Understanding the context of the company is a process through the company’s development. This process determines factors which influence purpose, objectives and sustainability. It considers internal factors such as values, culture, knowledge and performance of the organization. It also considers external factors such as legal, technological, competitive, market, cultural, social and economic environments.

The organisation’s environment & stakeholders





Business summary www.fergusontransport.co.uk Ferguson Transport & Shipping, a family run business since 1959, is now proudly one of the largest independent logistic companies in the Highlands & Islands of Scotland and has strategically located operation centres throughout the rest of the UK. Providing tailored logistic solutions and working successfully with large multinational blue-chip companies as well as medium and small sized clientele within the following areas: Aquaculture; Forestry; General Haulage; Fertiliser; Chemicals; Oil, Gas and Energy Related Products. The company operates 24/7/365 to provide:

- Multimodal transportation throughout the UK with modern commercial road haulage and distribution methods.

- Well-appointed premises covering vehicle maintenance and inspection operations in-house.

- Shipping and sea freight around the UK coast line, in particular the West of Scotland, including the Western and Northern Isles (including St Kilda) as well as Ireland. The vessels are available for private hire, with long-term, short-term and one-off contracts.

- Operations from its own port facilities at Kishorn, as well as operating out of Kyle of Lochalsh, Mallaig, Corpach, Oban, Tarbert, Loch Fyne and Campbelltown.

- Warehousing and storage facilities; quayside warehousing at Kishorn and Mallaig. - Cranage, including heavy lifting 65 tonne crane and mobile container lift for ISO

tanks and up to 40ft containers. The company is committed to reducing its carbon footprint and has an excellent health, safety and Integrated assurance standards. Ferguson Transport & Shipping has an on-site training facility for both in-house and external staff training and has been Investors in People (IIP) accredited since 1997, with a large team of industry trained and specialised staff. The outline table has been established to identify the internal and external factors surrounding the context of the business. These factors are evaluated as and when they change, and at a minimum, during annual Management Reviews. Context Area Explanation Status Purpose External Issue Recruitment of qualified drivers

To provide logistic services throughout the UK via road, rail, sea, warehousing and port facilities. To provide employment and services within the local community and to sustain and improve the local economy.

Operational

Culture

Established in 1959, the company has a culture of developing specific logistic solutions for clients, working with them to provide a unique service. There is a strong safety culture, with safety and compliance with our Operating Licence the number one focus. Third generation family orientated business.

Operational

Values

Reliability, service delivery, focus on partnership approach. Staff development key to service provision. Environmental

Continual improvement

http://www.fergusontransport.co.uk/





commitments for the sustainability of the local area, achieving the award of Environmental Haulier of the Year 2015.

Knowledge Succession planning internal control is in place.

Constantly maintaining, reviewing and updating our knowledge via training, seminars, affiliations and equipment to stay at the forefront of our industry as “industry leaders”. The Managing Director retaining more than 40 years’ experience within the sector. Due to the nature of the business and its structure, succession planning is strong.

Continual development

Performance Objectives and Targets

Client satisfaction is of upmost importance, supported by testimonials. SWOT analysis established and performance based on initial SMART objectives setting, which are used to establish objectives and targets. Reviewed at Management review.


Strategic Direction Short term and long term planning undertaken via business planning, objectives and targets, evaluated at regular Management Reviews and Senior Management Meetings. SWOT analysis undertaken to establish strategic direction.


Legal Compliance External issue continual changes and updates

Maintaining legal compliance through a legal register which is evaluated on a regular basis and fortnightly transport Compliance Team meetings.

Evaluated

4.2 Understanding the needs and expectations of interested parties

The relevant interested parties are those that provide significant risk to Ferguson Transport & Shipping’s sustainability if their needs and expectations are not met. Organisations define what results are necessary to deliver to those relevant interested parties to reduce that risk. The concerns of interested parties that are relevant to the Environmental are defined as but not limited to the Environmental Risk Assessments. The Organisation’s compliance obligations have been determined and are documented in the Legal Register . OH&S hazards relating to the Organisation’s activities are identified. Detailed Risk Assessments are reviewed of all identified hazards and recorded in the form of Risk Assessments. In identifying hazards, account is taken of:

• Routine and non-routine activities • All personnel including sub-contractors, visitors and other interested parties • All facilities including those provided by others.

Risk Assessments can be defined as follows:





• Generic Risk Assessments • Site Risk Assessment – Issued by the client • Operational Risk Assessments • Dynamic Risk Assessment – to identify change to a Risk Assessment during works.

The preparation of Risk Assessments is carried out in accordance with the methodology for hazard identification and risk assessment separately defined within the Organisation’s Integrated Management System documentation. A series of Risk Assessments are selected and/or prepared ensuring that all risks are identified and documented. The Risk Assessments include control measures and Method Statements relating to Organisation work processes and operations. Updates to the Risk Assessments are completed with the updated documents communicated to operatives and issued to staff as appropriate. These documents are held as part of the overall Health & Safety record. Where issues are identified that are not covered by an existing Risk Assessment, an issue-specific Risk Assessment will be created by the SHEQ department using a template Risk Assessment document. Where work is completed by or on behalf of the Organisation, a series of job-specific Risk Assessments/Method Statements (RA/MS) are compiled relating to the works and defining the required controls. Staff are issued and/or made aware of the RA/MS documents to promote awareness. Any significant safety issues arising in the course of work are referred to the SHEQ Department or a Director and must be resolved before work may continue. The effectiveness of the Organisation’s risk assessment process is assessed during Management Review, in accordance with the procedures described in this Manual. Risk assessments are subject to annual review and re-issue. Ferguson Transport & Shipping attracts, captures and retains the support of the relevant interested parties that it depends upon for success. Areas that need to be focussed on are: who the interested parties are in relation to the company and the Management System; and the requirements of these interested parties to integrated management, such as legal or contractual necessities and/or obligations. These factors are evaluated as and when they change and at a minimum during annual Management Reviews. The following have been identified.

H High Risk Classified as area of high risk and requires attention and focus when evaluating at Management Review

M Medium Classified as area of medium risk and requires consideration when evaluating at Management Review

L Low Risk Classified as low risk and does not require any current focus during evaluation at Management Review.

O Opportunity Classified as an opportunity for improvement and requires consideration during day to day activity and planning.

Interested Party Requirements of them on us and us on them

Risk





Customers, e.g. Marine Harvest; Solvay Interox; BSW Timber; Forestry Commission; Euroforest; Scottish Woodlands; Biomar; Skretting; The Scottish Salmon Company; Scottish Sea Farms.

To retain existing customers and to meet their requirements.

H O

Suppliers, e.g. Volvo, Dingbro, MacGregor Industrial Supplies, Dennison Trailers, Tom Morrow Tarpaulins, All Round Signs, Crossland.

To ensure that we clearly specify our requirements on purchase orders and to meet agreed terms and conditions. To ensure suppliers meet the requirements specified for the delivery of products and services.

M

Competitors, e.g. Malcolm Group; Wincanton; AF Grant; MacKerrals; Coillie Haulage; MacDairmid Transport

To ensure we monitor prices of delivery and timescales. To ensure we monitor what our competitors are doing. Note Malcolm Group are both a partner and a competitor.

M O

Partners, e.g. Leiths Group This has been considered however this is outside the scope of the ISO9001 as this is a separate company.

L

Directors / Shareholders

To ensure that the business continues to function without hindrance and bureaucracy. To ensure business information is kept confidential, available and reliable. To ensure accountability is maintained for the business regarding Health & Safety, Welfare and Compliance, and overall that the business develops and provides increased profitability for the shareholders.

L

Managers To ensure Health and Safety and Welfare, including provision of Pension Facilities. To protect confidential employee information. To protect client confidentiality To ensure employment processes are followed. To ensure Information Security training has been carried out. To ensure all relevant HR documentation is up to date

L

Employees To ensure Health and Safety and Welfare including provision of Pension Facilities. To protect client confidentiality To ensure employment processes are followed. To ensure Information Security Policies and Procedures are followed. To take responsibility for the maintenance of skills to ensure their own competency.

L

Self Employed Contractors To ensure all related information is kept confidential. Meet the requirements of the Data Protection Act 1998.

L





To ensure integrity of the systems are maintained as appropriate. To ensure adherence to relevant SLAs.

Accountant To ensure all related information is kept confidential. Meet the requirements of the Data Protection Act 1998.

L

Solicitor To ensure all related information is kept confidential. Meet the requirements of the Data Protection Act 1998.

L

Landlord (as applicable reference Kishorn site)

To ensure all building compliance is available and building security is maintained. To ensure that company insurances are adequate and payment of related charges to any landlords are paid.

L

Governing Bodies Legal Register. Provision of up to date information. Provision of relevant information. Provision of guidance where needed. To ensure all related information is kept confidential. Meet the requirements of the Data Protection Act 1998.

L

Certification Bodies To maintain related compliance to standards. To ensure the adequate support is provided to maintain the standard to agreed audit schedules.

L

Neighbours Local businesses and surrounding residential / commercial locations. Consideration of company impact on these.

L

Insurance companies Ensure policies are maintained as appropriate and adequate cover is provided.

H

4.3 Determining the scope of the integrated management system The scope of the integrated management system must be determined considering the external and internal issues and interested parties. This scope shall be available in documented information and stated in terms of goods and services with the processes and organisation needed to deliver them. ISO 9001:2015 requires products and services to be considered, ISO 14001:2015 requires environmental performance to be considered and ISO 45001:2018 requires OH&S performance to be considered when determining the scope. The activity covered by Ferguson Transport & Shipping is “Logistic operations; encompassing road and rail freight movements and shipping operations; engineering and maintenance of company/customer equipment and infrastructure; warehousing and port operations”





Boundaries

The operational control of the business is conducted from:

• Integrated Freight Facility, Annat, Corpach, Fort William, PH33 7NN

With operational sites located at:

• Logistics Hub, Corpach; • Kishorn Port, Strathcarron; • Mallaig Harbour, Mallaig.

This document seeks to address those principles defined by ISO 9001:2015, ISO 14001:2015 & 45001:2018. 4.4 Integrated management system and its processes

The IMS operated by Ferguson Transport & Shipping is based upon the requirements of ISO 9001:2015, ISO 14001:2015 & 45001:2018. This addresses the following aspect: Top Level Interaction Process In order to maintain this assurance a documented system has been developed to ensure and demonstrate that all work undertaken conforms to specification requirements. The system is structured in three levels:

• Policies • Document Processes • Procedures as required.

This document (refer to 5.2) outlines the company’s policies which are implemented through operating procedures and indicates how the requirements of ISO 9001:2015, ISO 14001:2015 & 45001:2018 are addressed.





5 Leadership

5.1 Leadership and commitment

5.1.1 General The Directors of Ferguson Transport & Shipping are committed to implementing and developing the Integrated Management System (IMS). This commitment is defined by the SHEQ Policy. We ensure that our SHEQ policy is understood, implemented and maintained at all levels of the organisation through printed distribution of our SHEQ policy statement and through periodic management review of the SHEQ policy statement and corporate level improvement objectives. In addition, our SHEQ policy and objectives are communicated and deployed throughout the business via individual performance objectives established and reviewed during employee performance reviews where required. Employee 3 month appraisal [Ref HR02]. 5.1.2 Customer focus The objective of the IMS is to ensure and enhance customer satisfaction. A key aspect of this policy is the determination of customer requirements and the measurement of customer satisfaction. Customer specifications and/or standards and other documents of external origin received by the company are distributed, reviewed, and where necessary, implemented in a timely manner. Ferguson Transport & Shipping reviews customer requirements prior to accepting order placement and prior to accepting changes to existing orders. This process includes:

• Determination that the customer’s requirements are clearly defined; • An assessment of ability to meet the customer’s needs; • Decisions regarding price and dates; • Negotiation and agreement with the customer on requirements, pricing, and service

delivery; • Assessment and provisions for confidentiality.





5.2 Policy

5.2.1 Establishing the SHEQ policy SHEQ Policy [Ref HS01]. 5.2.2 Communicating the SHEQ policy All personnel are aware of their responsibilities and lines of communication. In addition, the company operates an open-door policy and the Directors encourage personnel to contribute to improving methods and services. The company communicates information regarding Integrated Management System (IMS) processes and their effectiveness through documented training (refer to Section 7.1.2), the internal audit process (refer to Section 9.2), continual improvement and corrective action processes (refer to Section 10.2) and regular formal and informal communications as follows: The Management Representative & SHEQ team provides information via e-mail throughout the business to convey information regarding customer requirements and the status and importance of integrated activities. Internal audits (refer to Section 9.2) are also used to reinforce or communicate appropriate information to personnel. Support Managers are responsible for establishing internal communications as needed to convey to clients the relevance and importance of their use of the facility.

Integrated Management System (IMS) Process Map





5.3 Organisational roles, responsibilities and authorities

Organisation Charts [Ref QD00]. Specific responsibilities within the company and with particular reference to the IMS are defined below:

• The Managing Director has ultimate responsibility for controlling, directing and coordinating all management activities throughout the company; the consolidation of existing business and the development of new business opportunities.

• The Senior Management Team is responsible for all day to day activities and for providing support services for clients of Ferguson Transport & Shipping.

• The Head of SHEQ is responsible for Quality, Health & Safety & Environmental Control and is supported by the Senior Management Team. The Head of SHEQ is also the nominated Management Representative and has the authority and responsibility to establish, implement and maintain the IMS and report its performance to top management.

The Managing Director has appointed the Head of SHEQ who has responsibility and authority that includes:

• Ensuring that processes needed for the management systems are established, implemented and maintained;

• Reporting to top management on the performance of the management systems and any need for improvement;

• Ensuring the promotion of awareness of customer requirements throughout the company.

Senior Management has the responsibility and authority for supporting development and implementation of the IMS, for ensuring that it remains relevant to the company’s objectives and the needs and expectations of customers, and that it promotes a continual improvement environment. Senior Management and their direct reports are responsible for communicating the policies and the importance of meeting customer as well as statutory and regulatory requirements to employees within their respective organisations. They shall ensure that it is understood and applied to the daily work of the organisation through the establishment of goals and objectives. Senior Management is responsible for ensuring that the policies are appropriate for the goals of the business, that they promote the continuing improvement of the effectiveness of the IMS and that they are reviewed for continuing suitability. All managers are responsible for communication of business plans and organisational goals within their respective sectors and for reporting back to the organisation on the performance and effectiveness of the IMS.





5.4 Consultation and Participation of workers Consultation is the process by which management and employees, or their representatives jointly examine and discuss issues of mutual concern. Consultation is a two-way process that, involves seeking acceptable solutions to problems through a genuine exchange of views and information. Ferguson Transport & Shipping has established a mechanism, through worker representation, for consultation and participation (involvement) of workers at all applicable levels and functions in the development, planning, implementation, performance evaluation and actions for improvement in the Integrated Management Systems. Emphasising the consultation and participation of workers is intended to apply to persons carrying out the work activities who are impacted by work activities or other factors in the organization.





6 Planning

6.1 Actions to address risks and opportunities

Ferguson Transport & Shipping’s risk management techniques offer a systematic approach to the identification, assessment and control of the significant risk factors affecting the progress of the business. Areas of high risk are reviewed to ensure that all reasonably practicable measures have been taken to mitigate them. Consideration regarding “positive and negative” risks are made via a SWOT analysis. SWOT Analysis table Strengths

• Strong branding and awareness

• Standards knowledge growing portfolio each year

• Business skills (20 years)

• Credibility in the market (10 years)

• Very strong acid test CA over CL

• Business geographical location

• Strong website – marketing presence

Weaknesses

• Business structure shallow

• Limited full time staff (reliant on contractors)

• Age of Director

• Business geographical location

Opportunities

• Opportunity for investment (plc)

• New standards added to portfolio

• Legislation updates and implementation

• Lost skills in the business sectors requiring experienced staff

• Competition services closing down

• Brexit considerations improved opportunities

Threats

• MD illness injury

• Microsoft data threat

• EU membership existence (effect on standards and funding for clients)

• Major fuel shortage (travel)

• Major road disruption

• Overtrading (resource limits)

• Shortage of qualified Drivers





6.1.2 Hazard Identification and assessment of Risk

Business Risk Register [Ref QD21] Legal Register [Ref QD31] The Risk Management process is designed to ensure that as far as reasonable:

• All significant hazards are identified; • Judgements are made as to hazard importance; • Risk exposure is understood and reduced to an acceptable level; • Cost effective risk control measures are implemented; • Control measures are reviewed and managed to close out risks where possible.

Risks where applicable are identified in processes by 6.1.2 Environmental Aspects

Environmental Aspects Register & Assessments [HS194] Environmental Risk can be defined as the “actual or potential threat of adverse effects on living organisms and the environment by effluents, emissions, wastes, resource depletion, etc., arising out of an organization’s activities.” Environmental exposures, whether physical, chemical, or biological, can induce a harmful response and may affect soil, water, air, natural resources or entire ecosystems, as well as the plants and animals - including humans - and the surroundings where they live.

Ferguson Transport & Shipping’s identification & evaluation of Impacts & Aspects to the environment are included in the following:

6.1.3 Compliance Obligations / Determination of legal and other requirements.

Legal Register [Ref QD31]

To establish the company’s commitment to compliance to applicable legal and other requirements to which it subscribes, by doing so Ferguson Transport & Shipping have a documented means for evaluation.

Evaluation of compliance is assessed through routine, (daily, weekly, monthly, quarterly and annually) internal or external audits and inspections conducted by various competent persons to ensure that regulatory and other requirements associated with its activities are met on a continuous basis.

Ensuring that a full copy of the current legislation, codes of practice, statutory guidance documents and other standards identified within the Summary of Primary Legislation are accessible for reference purposes.

Reviewing all activities identified to ensure that all relevant legislation has been recorded.





Ensuring that the Legal Register contains a reference to all identified activities and risks, which are subject to statutory or other regulatory enforcement.

If a change to legislation occurs that is identified as having a significant impact to the business, then the change committee is activated to discuss the management of the change at hand.

6.1.4 Planning Action

Risk Assessment Method Statements (RA, RAS, PRA, NRA & DSEAR documents) Safe Systems of work (Processes, procedures, Safe Working Procedure Booklets) CoSHH Assessments (CA documents) Risk is the possibility or chance of loss, danger or injury to an employee, contractor, visitor or general public. Potential hazards are identified and evaluated to determine where significant H&S residual risks are. The significance of the risk arising from a particular process/activity depends on three main parameters:

• Compliance with applicable legislation • The likelihood & severity of the hazards actually causing conflict with the company

H&S policy. • Work state (normal, abnormal, emergency conditions).

When determining controls, or considering changes to existing controls, consideration shall be given to reducing the risks according to the following hierarchy:

• Elimination - Completely remove the hazard • Substitution - Replace a hazardous item, practice or process with a less hazardous

one • Reduction - Is it possible to reduce the scale or frequency to minimize the impact • Engineering controls - Provide mechanical aids, barriers, guarding, isolate or restrict • Administrative controls - Design and establish policies and codes of practice to

reduce a risk • Personal protective equipment – Last resort safety control.





6.2 Integrated objectives and planning to achieve them

Objectives and Targets [Ref QD11] Business Continuity Plan [Ref QD97] The Integrated objectives of Ferguson Transport & Shipping will be communicated in such a way that those in the company can contribute to their achievement. Responsibility for deployment of the company’s integrated objectives are provided by the Managing Director. The objectives are systematically reviewed and revised as necessary. When establishing objectives, the following is considered:

• Current and future needs of the company; • Relevant findings from management reviews; • Scope and interested parties; • Risk awareness and legislation; • Current service and process performance; • Levels of client satisfaction; • Resources needed to meet objectives; • Opportunities for improvement.

6.3 Planning of changes

Any potential fundamental changes to the IMS, including to critical documents, processes and procedures are considered and implemented by using the Planning of Changes document [QD38]. A QD38 is completed by the nominated project manager, who then forwards the form to SHEQ for assessment and any draft amendments to be made. The QD38 and any draft documents / templates are then forwarded to the correct level of management for approval. Any approved changes are then incepted through the SHEQ department.





7 Support

7.1 Resources

7.1.1 General

Resource Management Process Map

7.1.2 People Health & Safety Induction e.g. [Ref HR05] Ferguson Transport & Shipping determines and provides the resources needed:

• to implement and maintain the IMS and continually improve its effectiveness, and • to enhance customer satisfaction by meeting customer requirements.

It is company policy to ensure that all personnel are provided with appropriate training and equipment to enable them to perform their assigned duties. This output is systematically recorded through the company’s personnel software, ‘SIMPLY PERSONNEL’, where all inductions, training, safety alerts and issued memorandums are recorded, together with expiry dates for accreditations such as First Aid and various licences (CPS etc.). Human Resources documents are subject of document control. 7.1.3 Infrastructure It is company policy is to ensure that all assets and associated equipment are adequately maintained and fit for purpose. The policy includes the following activities:

• Facilities management, maintenance and repair; • Housekeeping/custodial services management; • Process equipment management, maintenance and repair; • Information systems maintenance and repair.





The company also ensures that Ferguson Transport & Shipping complies with relevant health and safety regulations as applied and managers carry out regular audits to ensure that standards are maintained. All personnel are encouraged to contribute to the success of the business via its open door policy. 7.1.4 Environment for the operation of processes Processes [Ref QP02-QP27, QP46 & QP51] The company operates within an office and maintenance facility environment. The facilities include equipment to undertake service delivery. Welfare facilities are provided in terms of kitchen and rest areas. The company operates an open door policy to enable staff to discuss with senior management day to day activities and personal issues. Overall the company maintains an environment where senior members of staff can review with the team company targets and personal objectives. Ferguson Transport & Shipping establishes, implements and maintains operation control procedures to manage its operations in conjunction with its suppliers and clients. Ferguson Transport & Shipping ensures that all operations and activities, carried out by employees or contractors, that are associated with the company, are properly controlled and meet current legislation and that appropriate operational control procedures, in terms of procedures, and are communicated to personnel whose tasks may result in non-compliance. 7.1.5 Monitoring and measuring resources Preferred Suppliers Ferguson Transport & Shipping has established and maintains an approved list of suppliers through its accounts department, in order to ensure that there is no weak link in our contractual chains. Authorised Sub-contractors Ferguson Transport & Shipping has established and maintains an approved list of sub-contractors that are permitted to work for the company. The companies are vetted to ensure that their standards are on the same or a similar level to ours, and that they are accredited to an acceptable level, to ensure no weak links in our chain. 7.1.6 Organisational knowledge Ferguson Transport & Shipping has been trading since 1959. Over that time period the company has become a leader in the industries that it spans. The company specialises in identifying gaps in logistics and creating methodologies and engineering to overcome those gaps. The company is therefore a leader within the haulage, logistics and shipping industries. The company stays at the forefront of industry by seeking new technology and new knowledge.





7.2 Competence

Competence of the resources used by the company is an essential element of ensuring correct on time delivery of service to meet our customer needs. To ensure this the company: • Determines the necessary competence of persons doing work under its control that

affects the performance and effectiveness of the management system; • Ensures that these persons are competent on the basis of appropriate education,

training, and/or experience; • Where applicable, takes actions to acquire the necessary competence and evaluate

the effectiveness of the actions taken; • Retain appropriate documented information as evidence of competence.

Where required applicable actions can include, for example, the provision of training to, the mentoring of, or the re-assignment of currently employed persons; or the hiring or contracting of competent persons. Full training and accreditation records are collated and maintained by the human resources department and are logged / stored on HR software “Simply Personnel”.

7.3 Awareness

All personnel are aware of their responsibilities and lines of communication. The company also operates an open-door policy and the Directors encourage personnel to contribute to improving methods and services. The Directors of Ferguson Transport & Shipping are committed to implementing and developing the IMS. This commitment is defined by the policies. We ensure that our policies are understood, implemented and maintained at all levels of the organisation through printed distribution of our policy statements and through periodic management review of the policy statements and corporate level improvement objectives. In addition, our policies and objectives are communicated and deployed throughout the business via individual performance objectives established and reviewed during employee performance reviews, where required. 7.4 Communication

Generally, all external communication is via direct communication with interested parties, supported by e-mail services. Internal communication is provided by regular meetings, the issue of memorandums, e-mails, notice boards and face to face. All personnel are aware of their responsibilities and lines of communication. The company’s open-door policy encourages personnel to contribute to improving methods and services. Ferguson Transport & Shipping communicates information regarding Integrated Management System (IMS) processes and their effectiveness through documented training (refer to Section 7.1.2), internal audit process (refer to Section 9.2), continual improvement





and corrective action processes (refer to Section 10.2), and regular formal and informal communications. The Management Representative posts information on general notice boards throughout the business to convey information regarding customer requirements, and the status and importance of integrated activities. Internal audits (refer to Section 9.2) are also used to reinforce or communicate appropriate information to personnel. Managers are responsible for establishing internal communications as needed to convey to clients the relevance and importance of their use of the facility. For internal communication, the SHEQ team ensures information regarding the IMS (such as the policy, objectives, targets and programmes) and systems performance is readily available to employees on notice boards and/or via memorandums. Employees with enquiries / complaints regarding the IMS of Ferguson Transport & Shipping inform their Departmental Manager. The designated representative / manager will maintain a record of the relevant enquiries / complaints. Depending on the nature and scope of the enquiry / complaint, the representative will determine the corresponding action and maintain relevant records to demonstrate the response / corrective actions taken. 7.5 Documented information

Master Document Register [QD01]

The Ferguson Transport & Shipping IMS includes:

• Documented information required by the Standards 9001:2015, 14001 :2015 & 45001 :2018

• Documented information (Ref the Master Document Register) as being necessary for the effectiveness of the IMS system.

Operational control instructions are required for all activities with a hazard that has been identified as having a significantly high residual risk, including all processes regulated by legislation. The documented instructions ensure that critical activities (i.e. those with the potential to create a significant risk or infringe the policy or legal requirements) remain under control at all times.

In some cases, generic instructions apply to more than one activity; such as in cases where the control measure required minimising the risks of similar activities is identical.





Health & Safety Documentation Structure Key elements include:

1. SHEQ Policy

2. Integrated Manual

3. Codes of Practice (CoP)

4. Forms

5. Checklists

6. Objectives and Targets

7. Risk Assessments

8. Legislation

9. Training

10. Insurance & Certificates.

7.5.1 General The company uses standard forms and a networked computer system which are updated as required. Control of records The company’s records are maintained to provide evidence of conformity to requirements and of the effective operation of the integrated management system. Records are legible, readily identifiable and retrievable. The documented procedure has been established to define the controls needed for the identification, storage, protection, retrieval, retention time and disposition of records held at Ferguson Transport & Shipping. Internal Document Control

• All Integrated document and Operating Procedure documents carry a unique reference number. A circulation and amendment register is maintained.

• Each page of the master copy of the Integrated Document and each process and procedure is authorized by the SHEQ team.

• All documents and procedures issued within the company have ‘Controlled’ status. • Formal documents produced by the company are reviewed, modified and authorized, as

part of the appropriate procedures. • Standard forms used in conjunction with the Integrated System are also controlled. External Document Control

External documents that the business depends upon, which are subject to occasional update, are controlled by the integrated management system. Revision is controlled by the issuer/publisher, who ensures the means exist to receive updates from the originator and that the issuer/publisher periodically checks to make sure that the company has the latest revisions. These forms are maintained through the company’s document register and are updated as necessary.





Integrated System Records

The company policy is to retain records as objective evidence that the Integrated System is effective in the context of the management of the company, and specifically in the execution of contracts. In general, individual personnel and departments are responsible for the long-term retention of the records which they generate. Records relating to contracts are retained for periods defined in the procedure. If required by a contract, records will be retained for longer periods and be made available to the client if required. Computer Records

All PCs are connected via a local area network and business critical data is automatically stored on a central fileserver. All data stored on the fileserver / cloud service or is backed up daily online via remote services supplied by external IT provider, BC Technologies. 7.5.2 Creating and updating Document Control Policy Procedure [Ref QD51] Any documents to be added to the document register, or any amendments, are completed by the SHEQ department. 7.5.3 Control of documented information Document Register [Ref QD01] Records Register [Ref QD03] The SHEQ department controls documents, the document register and the issuing of documents.





8 Operation

8.1 Operational planning and control

Product or Service Realisation Process Map





8.1.2 Eliminating Hazards & Reducing OH&S Risk Hierarchy of hazard control is utilised by Ferguson Transport & Shipping to minimize or eliminate exposure to hazards. This concept is taught to communicate throughout the organisation as a standard of practice.

Elimination- To eliminate the hazard where possible. Substitute- Substitute with less hazardous materials, processes, operations or equipment. Engineering controls- Tag out, lock out, permits to work Administrative controls- Signage, markings, warnings PPE- Personal protective equipment including Raspatory.





8.1.4 Procurement

An Approved Supplier List is held and maintained by the Corporate Accounts Department on SAGE.

All products and services procured by Ferguson Transport & Shipping International, comply with the production and service provision requirements. The procedure details the activities and who is responsibilities for:

• The selection of suppliers. • Order placement. • Invoice certification • Supplier performance

The procurement of products and services could affect the quality of service to a Client

Suppliers may be selected based on price, quality and delivery. Preference is given dependent upon a company’s ability to supply the service or product, and to suppliers nominated by a client. The Approved Suppliers List details those suppliers. Approved Suppliers are categorised on a risk-based approach and shall be carried out when selecting a supplier. If upon completion of the Risk Assessment, it is noted that an NDA / SLA is required as a control measure, this shall be generated and issued to the supplier.

8.2 Emergency Preparedness and Response

The Business Continuity Plan [QD97] On Site Emergency Plan [QD120] Off Site Emergency Plan [QD121] The SHEQ department will assist managers to draw up immediate emergency response practices for all likely emergency situations. The SHEQ Department will ensure that the codes of practice are implemented regularly tested and reviewed. Ferguson Transport & Shipping has identified the potential for emergency situations through the application of risk assessment and has implemented comprehensive immediate emergency practices in anticipation of any such unplanned events. The application of operational control practices for activities identified as having a potential high outcome will reduce the level of perceived risk and wherever practical the specific operational control instructions refers to the action required in the event of an emergency. External emergencies that may have an impact on areas have been considered so far as is reasonably practicable, when formalising the emergency response process. The format of the immediate Emergency response process has been standardised across all anticipated emergency situations.





8.2 Requirements for products and services

Customer complaints Policy [Ref QD39] 8.2.1 Customer communication The company communicates with customers via various media and these include:

- Providing information relating to logistic services; - Handling enquiries, contracts or orders, including changes; - Obtaining customer feedback relating to products and services, including customer

complaints; - Handling or controlling customer products; - Establishing specific requirements for contingency actions, when relevant.

8.2.2 Determining the requirements for products and services The company, when determining the requirements for the services to be offered to customers, ensures that: The requirements for the logistic services are defined, including:

• Any applicable statutory and regulatory requirements; • Those considered necessary by the organisation; • The company can meet the claims for the services it offers.

8.2.3 Review of the requirements for products and services The company has established formal procedures to review and record all enquiries and orders to ensure that all contractual requirements are defined and can be met. Where necessary, queries are discussed with the customer and the resolution recorded. Subsequent orders are reviewed to ensure that

• Service requirements are defined; • Any additional or changed requirements are identified and resolved with the

customer; • The work-load is planned taking account of such issues as time constraints,

resources and specified requirements. Proposal / order amendments are treated as part of the on-going process control and appropriate records are maintained. 8.2.4 Changes to requirements for products and services Where a request is received from the customer relating to a previously supplied proposal or logistic delivery program, this is first reviewed to consider risk and commitment, and if agreement is made to proceed, a revised document is issued, and revision of the document is made.





8.3 Design and development of products and services

8.3.1 General Design and development is covered under scope and is addressed in the following sections and processes. 8.3.2 Design and development planning Processes [Ref QP19] At the start of the design process the designer reviews the available data and identifies the key stages of the project: 1) e.g. time, budget, technical issues (see 8.3.3) 2) Determines appropriate stages to review (see 8.3.4), validate and verify the design 3) And assigns trained, authorised personnel 8.3.3 Design and development inputs Design inputs (e.g. customer or company drawings or specifications, standards, legislation, etc.) are checked to confirm that they are adequate. Any conflicting or ambiguous requirements are discussed and resolved with the originator and the outcome recorded. This is undertaken via information request. If the project involves modifying an existing company design then the impact of the changes on component parts, stocks and delivered product shall be evaluated. 8.3.4 Design and development controls At appropriate stages, the design is reviewed to ensure that it meets the input requirements and to identify and resolve any problems. These actions are recorded. The review will include relevant personnel e.g. customer, supplier, purchasing, production and quality. Records of key decisions are retained. The design is verified (e.g. by reference to similar proven designs, or by carrying out alternative calculations) to ensure that the input requirements can be met. Verification is usually carried out as part of the review process and recorded. The design is validated by the manufacture and testing. Testing is carried out against drawing or specification requirements and the results recorded. Where required, the customer may witness the tests. 8.3.5 Design and development outputs Resulting drawings or specifications contain data that: 1) Satisfies the design inputs 2) Contain information which is relevant to subsequent activities (e.g. purchasing, production and testing) 3) Specify characteristics essential for the safe and proper use of the product; where required via O&M manuals.





8.3.6 Design and development changes Where necessary, the impact of changes is considered at the design input stage, see 8.3.3. The actions from these are recorded. 8.4 Control of externally provided processes, products and services Supplier Questionnaire [Ref QD19] 8.4.1 General In order to control the planning, administrative support and implementation of externally provided work, the company’s policy is to describe the work methods, the controls applied, and the records required. The process control activities are integrated with many aspects that also relate to quality control. The following controls are applied: • Specifications for all services (detailed proposal); • In some case these are supplemented by detailed work instructions (audit plan etc.); • Specific visit details; • Personnel are trained and considered competent; • QC checks are performed via feedback on completion of work by the customer; • Audits of external providers services (where required).

8.4.2 Type and extent of control Note: In the following paragraph, the term ‘supplier’ is used to denote both suppliers and subcontractors with full knowledge that the requirements for each may not always be exactly the same. The quality of products and/or services is dependent on the quality of purchased materials and services. The purchase process is documented and structured to meet the following requirements: • Ensure that purchasing documents clearly describe the product/service ordered • Ensure that purchased products conform to purchase requirements • Communicate to suppliers the appropriate product, quality and delivery requirements • Ensure that purchased materials and services used meet current legislation • Ensure that finished product/service, meets the provisions of regulatory and customer

requirements.

The company’s policy on purchasing is to ensure that suppliers are able to perform effectively. Appropriate records are maintained. New suppliers are assessed by: • Placing a trial order as applicable, except where the contractor is specified by the

customer; • Historical positive performance; • Price and delivery of logistic service.





The range of purchasing involved relates to the following principal groups:

• Material suppliers; • Suppliers of equipment or services; • Sub-contractors.

8.4.3 Information for external providers Where required orders clearly specify the goods or services required, including specification or standard to be applied. Purchase orders are approved before release. Order items or services are checked against the Purchase Order to confirm identity and quantity. Satisfactory items are placed in stock. In the event that items are rejected, on receipt, a non-conformance report is raised, and the supplier contacted to arrange replacement or credit. Where the customer wishes to verify supplier activities, specific arrangements are made. 8.5 Production and service provision

8.5.1 Control of production and service provision In order for the company to control the planning, administrative support and implementation of work, the company’s policy is to describe the work methods, the controls applied, and the records required. The process control activities are integrated with many aspects that also relate to quality control. The following controls are applied:

• Specifications for all services via proposal; • In some cases, these are supplemented by detailed work instructions; • Personnel are trained and considered competent; • QC checks are performed using client feedback of service.

8.5.2 Identification and traceability

• All quotes and tenders are identified with a unique date reference number, allocated on issue;

• Subsequent orders are identified by a purchase number where required and referenced on the customer invoice;

• Certain materials held in stores maintain traceability via serial numbers (i.e. airbags).

8.5.3 Property belonging to customers or external providers In cases where the customer provides reports and data etc. they are logged as part of the document control procedure. Customer property can also include customer-owned materials, and intellectual property. The company may identify, verify, protect and maintain customer property provided for consultancy and auditing use. The Directors ensure that lost, damaged or unsuitable customer property is recorded and immediately reported to the customer. Refer to Section 10.2.





8.5.4 Preservation The company ensures that all documents (where hard copy) are handled and stored appropriately at all stages to prevent damage or deterioration. The vast majority of preservation relates to data transfer and this is maintained by regular system backups by external IT service providers.

• Documents and records are handled and stored in a manner that prevents damage or deterioration pending use or delivery;

• Controls are implemented to prevent mixing conforming and non-conforming materials;

• Packing ensures specified or original manufacturing packaging is utilised when sending master documents in the post;

• All documents and records are suitably packed to prevent deterioration or damage during storage and delivery.

8.5.5 Post-delivery activities Processes [Ref QP02 – QP27, QP46 & QP51] Customer Complaints Policy [QD39] 8.5.6 Control of changes Processes [Ref QP02 – QP27, QP46 & QP51] Following delivery of goods, where possible, a return load is allocated [Ref QP10 & QP10A] however rescheduling of goods is not always possible. Changes when required during the Fabrication products for internal use are covered under reworking [Ref QP19]. 8.6 Release of products and services

Processes [Ref QP02 – QP27, QP46 & QP51] 8.7 Control of nonconforming outputs

The company policy is to detect, control and rectify any aspect of non-conformance as quickly and efficiently as possible. Where necessary, any consultancy service that does not conform to customer specifications is properly identified and controlled so that it cannot be used or sent (i.e. report master document) to a customer. Improvements will then be implemented to ensure the non-conformance does not occur in the future. The recording of aspects of non-conformance is important in order to promote action for the prevention of future problems therefore will maintain records of nonconformities and how they were dealt with. If something is done to correct the nonconformity, we will re-verify that the item meets the requirements via audit.





9 Performance evaluation

9.1 Monitoring, measurement, analysis and evaluation

9.1.1 General It is the policy of the company to monitor, analyse and improve the performance of the processes and the Integrated Management System (IMS). Various monitoring and measurement activities are undertaken to ensure customer service compliance and identify potential improvements.





9.1.2 Customer satisfaction

Customer satisfaction is monitored in various ways: 1. Maintaining customers & ensuring repeat business; 2. On-time product / service delivery; 3. Customer satisfaction and review meetings, KPI’s and dashboard; 4. Analysis of credit notes; 5. Analysis of client complaints. 9.1.3 Analysis and evaluation ISO 9001:2015, ISO 14001:2015 & 45001:2018 requires Ferguson Transport & Shipping to gather data that show characteristics and trends about processes, and opportunities for preventive action. In order to identify opportunities, the company monitors trends in the following activities:

1. Client satisfaction; 2. Client requests/ complaints; 3. Quality Concern communications.

Management Review uses this data to assess the effectiveness of the Integrated Management system (IMS).

Measurement, Analysis & Improvement Process Map





Monitoring and Measurement of Processes

• In-process checks are included in various processes and relate to both quality control

and customer service checks. • Provision is made for the identification and resolution of non-conformance. The

emphasis is to prevent any problems which might affect customer satisfaction. • Action is taken promptly to resolve any problems that arise. • In-process checks are performed and recorded.

Monitoring and measurement of product / service

Ferguson Transport & Shipping uses customer repeat business monitoring, testimonials and case studies for feedback; to provide measurement information to meet the need of interested parties (other than the customer), in relation to the processes of the company in order to balance the allocation of resources. The results are then used for analysis and feedback and are reviewed at planned management review meetings. Suppliers and Contractors

All suppliers of goods and services will be required to complete the Supplier Appraisal Questionnaire, which will enable Ferguson Transport & Shipping to categorise each, in terms of the level of risk that they pose to the Company. Following an appraisal of the completed questionnaire forms, suppliers or contractors operating on the Ferguson Transport & Shipping sites will be subject to documented codes of practice where it is deemed necessary. 9.2 Internal audit

Internal Audit Schedule [QD29] Internal Audit Report [QD30] Internal Audit Procedure [Ref QD52] The effective implementation of the Integrated Management System (IMS) and compliance with ISO 9001:2015, ISO 14001:2015 & 45001:2018 is assessed by a program of regular internal audits which are carried out by trained personnel. Auditors are selected on the basis of independence from the aspect being assessed.

• All Audit and Corrective Action Reports are reported and discussed at each Management Meeting;

• Internal audits are planned and conducted so that each of the activities documented in the Integrated System is audited at least once per year;

• Corrective Action reports are used to ensure the resolution of any deficiencies found during an audit;

• Follow-up audits take place to verify the effectiveness of the action taken.





9.3 Management review

Ref: Management Reviews 9.3.1 General Top Management conducts a management review meeting at least once annually to ensure the continuing suitability, adequacy, and effectiveness of our Integrated Management System (IMS). The primary inputs reviewed include data that measures the conformance and performance of our Integrated Management System (IMS) and recommendations based on analysis of such data. Conformance is primarily assured through internal audits (refer to Section 9.2) and is demonstrated through a review of internal audit results and our demonstrated ability to correct/prevent problems. Performance is primarily assured through the deployment of corporate/operational level objectives and demonstrated through a review of our demonstrated ability to achieve desired results. The primary outputs of management review meetings are management actions taken to make changes or improvements to our Integrated Management System (IMS) and the provision of resources needed to implement these actions. 9.3.2 Management review inputs As a minimum, the following items are discussed:

1. follow-up actions from previous meetings; 2. results of internal and external audits; 3. customer feedback (compliments and complaints) interested parties; 4. process performance and monitoring and measurement; 5. performance of external providers; 6. non-conformance corrective and preventive actions; 7. policies, objectives and targets; 8. changes that could affect the system(s); 9. recommendations for improvement.

9.3.3 Management review outputs The output from the management review shall include any decisions and actions related to

• Improvement of the effectiveness of the Integrated management system and its processes;

• Improvement of product / service related to customer requirements; • Resource needs.





10 Improvement

10.1 General

The company policy is to detect, control and rectify any aspect of non-conformance as quickly and efficiently as possible. Improvements will then be implemented to ensure the non-conformance does not occur in the future. The recording of aspects of non-conformance is important in order to promote action for the prevention of future problems, therefore the company maintains records of non-conformities and how they were dealt with. 10.2 Non-conformity and corrective action

Non Conformance Form [Ref QD04] Non Conformance Log [Ref QD05] Corrective Action Procedure [Ref QD50] Non-Conformance Procedure [Ref QD53] The effective implementation of the Integrated Management System (IMS) and compliance with ISO 9001:2015, ISO 14001:2015 & 45001:2018 is assessed by a program of regular internal audits which are carried out by trained personnel. Auditors are selected on the basis of independence from the aspect being assessed.

• All Audit and Corrective Action Reports are reported and discussed at each Management Meeting;

• Internal audits are planned and conducted so that each of the activities documented in the Integrated System is audited at least once per year;

• Corrective Action reports are used to ensure the resolution of any deficiencies found during an audit;

• Follow-up audits take place to verify the effectiveness of the action taken.

10.3 Continual improvement

Continual improvement is monitored and evaluated at Management Review. Continual improvement is driven from the QMS system as a whole key elements of this are provided from:

• Internal audits; • Corrective action root cause analysis; • Observations and recommendations; • Risk awareness and treatment.

Improvement Action is seen via an improvement method. The basis of improvement is initially via SWOT analysis.





Improvement action is addressed in a number of ways: 1. The Integrated Management System (IMS) procedures incorporate various checks to

ensure that potential problems are identified, recorded and resolved. 2. In addition to the procedures, the company also has a Business Plan that states

various objectives to develop the business. 3. An important aspect of the internal and external audit process is the recording of

observations to highlight potential problems and possible improvements. 4. Where possible, applying Corrective Action solutions to other areas of the business.

The effectiveness of actions taken is monitored through the analysis of subsequent performance. This is reviewed periodically and considered at Management Meetings.





11 Appendix

11.1 (Informative) Clarification of new structure, terminology and concepts

Simple explanation of the clauses 9001 [Ref QD90] 11.2 Procedure references as applicable

N/A

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