Al Forsan Imsm

QHSE MANUAL
INTEGRATED
MANAGEMENT SYSTEM
QHSE
Al Forsan Global Industrial Complex
Document : IMSM.DOC
Al Forsan Global Industrial Complex. Revision : 00
QHSE IMS Manual Date : 15/06/2021
Written by: Awadalla Omar Approved by: Dr. Khater Massaad
Integrated Management System Manual

Table of Contents
1.0 ABOUT THE ORGANIZATION.................................................................................................................. 3
1.1 INTRODUCTION ................................................................................................................................................... 3
1.2 PROCESS APPROACH ............................................................................................................................................ 3
1.3 PLAN-DO-CHECK-ACT CYCLE ................................................................................................................................. 4
1.4 RISKED-BASED THINKING ..................................................................................................................................... 6
1.5.1 AL FORSAN GLOBAL INDUSTRIAL COMPLEX PROFILE........................................................................... 6
1.5.2 GENERAL INFORMATION ........................................................................................................................ 7
1.6 ORGANIZATIONAL STRUCTURE ............................................................................................................................... 7
2.0 PURPOSE, SCOPE, AND USERS ............................................................................................................... 8
3.0 TERMS AND DEFINITIONS ..................................................................................................................... 8
4.0 CONTEXT OF THE ORGANIZATION ......................................................................................................... 9
4.1 UNDERSTANDING THE ORGANIZATION AND ITS CONTEXT............................................................................................. 9
4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES....................................................................11
4.3 DETERMINING THE SCOPE OF THE QUALITY MANAGEMENT SYSTEM ...........................................................................12
4.4 INTEGRATED MANAGEMENT SYSTEM AND ITS PROCESSES .........................................................................................12
5 LEADERSHIP .......................................................................................................................................... 13
5.1 LEADERSHIP AND COMMITMENT ..........................................................................................................................13
5.1.1. General ...............................................................................................................................................13
5.1.2. Customer focus ...................................................................................................................................14
5.2 QUALITY, ENVIRONMENTAL, HEALTH & SAFETY POLICY ...........................................................................................15
5.3 ORGANIZATIONAL ROLES, RESPONSIBILITIES, AND AUTHORITIES..................................................................................16
6.0 PLANNING .......................................................................................................................................... 20
6.1 ACTIONS TO ADDRESS RISKS AND OPPORTUNITIES ....................................................................................................20
6.1.1 General .................................................................................................................................................20
6.1.2 Identification and evaluation of Environmental aspects, Hazard identification..................................23
6.1.3 Compliance obligation or Determination of Legal and Other Requirements .......................................25
6.2 IMS QUALITY OBJECTIVES AND PLANNING TO ACHIEVE THEM ....................................................................................26
6.3 PLANNING CHANGES ..........................................................................................................................................27
7.0 RESOURCES ........................................................................................................................................ 28
7.1 RESOURCES ......................................................................................................................................................28
7.1.1 General .................................................................................................................................................28
7.1.2 People ...................................................................................................................................................28
7.1.3 Infrastructure........................................................................................................................................29
7.1.4 Environment for the Operation of Processes........................................................................................29
7.1.5 Monitoring and Measuring Resources .................................................................................................30
7.1.6 Organizational Knowledge ...................................................................................................................30
7.2 COMPETENCE ...................................................................................................................................................31
7.3 AWARENESS.....................................................................................................................................................32
INTEGRATED MANAGEMENT SYSTEM QHSE
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7.4 COMMUNICATION .............................................................................................................................................32

7.4.1 General .................................................................................................................................................32
7.4.2 Internal Communication .......................................................................................................................33
7.4.3 External communication.......................................................................................................................33
7.5 DOCUMENTED INFORMATION ..............................................................................................................................34
7.5.1 General .................................................................................................................................................34
7.5.2 Creating and updating..........................................................................................................................34
7.5.3 Control of documented information .....................................................................................................35
8.0 OPERATION ........................................................................................................................................ 36
8.1 ORGANIZATIONAL PLANNING AND CONTROL ...........................................................................................................36
8.1.2 Eliminating hazards and reducing OH&S risks .....................................................................................37
8.1.3 Management of change .......................................................................................................................37
8.1.4 Procurement .........................................................................................................................................38
8.2 REQUIREMENTS FOR PRODUCTS AND SERVICES........................................................................................................39
8.2 EMERGENCY PREPAREDNESS AND RESPONSE...........................................................................................................40
8.3 DESIGN AND DEVELOPMENT OF PRODUCTS.............................................................................................................42
8.4.1 General .................................................................................................................................................42
8.4.2 Type and extent of control ...................................................................................................................42
8.4.3 Information for external providers .......................................................................................................43
8.5 PRODUCTION AND SERVICE PROVISION ..................................................................................................................44
8.5.1 Control of production and service provision.........................................................................................44
8.5.2 Identification and traceability ..............................................................................................................45
8.5.3 Property belonging to customers or external providers.......................................................................45
8.5.4 Preservation..........................................................................................................................................45
8.5.5 Post-delivery activities ..........................................................................................................................45
8.5.6 Control of changes................................................................................................................................46
8.7 CONTROL OF NONCONFORMING OUTPUTS .............................................................................................................47
9.0 PERFORMANCE EVALUATION .............................................................................................................. 48
9.1 MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION ......................................................................................48
9.1.1. General ................................................................................................................................................48
9.1.2. Customer satisfaction .........................................................................................................................49
9.1.2 Evaluation of compliance .....................................................................................................................49
9.1.3. Analysis and evaluation of compliance ...............................................................................................50
9.2 INTERNAL AUDIT ...............................................................................................................................................50
9.3MANAGEMENT REVIEW.......................................................................................................................................51
10. IMPROVEMENT .................................................................................................................................. 51
10.1. GENERAL .....................................................................................................................................................51
10.2. INCIDENTS, NONCONFORMITY AND CORRECTIVE ACTION.......................................................................................52
10.3 INCIDENT INVESTIGATION..................................................................................................................................52
10.3 CONTINUAL IMPROVEMENT ..............................................................................................................................53
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1.0 About the organization

1.1 Introduction
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has made the “Strategic
Business Decision” to develop and implement an effective Integrated
Management System (IMS) of ISO 9001:2015, ISO 14001:2015 and ISO
45001:2018 across all areas of the Company. The implementation of the IMS
is intended to improve and sustain the overall performance of our business,
products, and services. Examples of benefits include:
The ability to consistently provide products and services that meet customer
and applicable Statutory and Regulatory requirements.
The ability to plan our processes and their interactions by employing the
Plan-Do-Check-Act (PDCA) cycle and risk-based thinking in our daily
operations.
The facilitating of opportunities to enhance customer satisfaction.
Addressing risks and opportunities associated with its context and
objectives.
Improving the Environmental impact across the organization using the
principle of sustainability
Improving the overall health and safety within our organization
The IMS Manual is considered the normative basis of reference to the
International Standard and shall be used internally to provide an overview
of ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018 requirements and
how they apply at AL FORSAN GLOBAL INDUSTRIAL COMPLEX The IMS
Manual is used externally to introduce the elements of our IMS to our
customers and other stakeholders to the extent necessary.
1.2 Process Approach
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AL FORSAN GLOBAL INDUSTRIAL COMPLEX has adopted the “Process

Approach” into our daily operations including the PDCA Cycle. We have
considered the utilization of Risk-Based Thinking Philosophy when
developing, implementing, and improving the effectiveness of our IMS. This
approach will enable AL FORSAN GLOBAL INDUSTRIAL COMPLEX to
enhance the overall performance of the AL FORSAN GLOBAL INDUSTRIAL
COMPLEX by effectively controlling the interrelationships and the
interdependencies among the QMS processes. The implementation of the
“Process Approach” in our IMS enables:
the understanding and consistency with achieving customer specific
requirements, Environmental requirements, and Health & safety
requirements.
the consideration of our processes in terms of added value.
the achievement of effective process performance.
Improvement of our processes based on the evaluation of data and
information.
1.3 Plan-Do-Check-Act cycle

The PDCA cycle can be applied to all processes and to the Integrated
management system.
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Figure 1: PDCA cycle

The PDCA cycle can be briefly described as follows:
Plan: establish the objectives of the system and its processes, and the
resources needed to deliver results in accordance with IMS requirements
and the AL FORSAN GLOBAL INDUSTRIAL COMPLEX policies and identify
and address risks and opportunities.
Do: implement what was planned.
Check: monitor and (where applicable) measure processes and the resulting
products and services against policies, objectives, requirements, and
planned activities, and report the results.
Act: take actions to improve performance, as necessary.
Note: The IMS requirements include requirements for customer,
Environment, and Health & safety.
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1.4 Risked-Based Thinking

The implementation of risk-based thinking is an essential tool for achieving
and maintaining an effective IMS. AL FORSAN GLOBAL INDUSTRIAL
COMPLEX effectively plans and implements various actions to address risks
and opportunities to maximize the outcomes including, but not limited to
achieving improved results and preventing negative effects of our products,
services, and IMS.
1.5.1 AL FORSAN GLOBAL INDUSTRIAL COMPLEX PROFILE
Al Forsan Global Industrial Complex is comprised of three large scale tile and sanitary
ware manufacturing factories that are expected to position the Company as the third
largest tile and sanitary ware manufacturer in the KSA.
Al Forsan’s factories include ceramic, porcelain, and sanitary ware facilities located in
King Abdullah’s Economic City in Rabigh (near Jeddah) across an area of 1.5 km 2. The
ceramic tile production factory has a total capacity of 12.0 mn sqm per year followed by
the porcelain production facility at 8.0 mn sqm and the sanitary ware production factory
with an annual capacity of 1.5 mn pieces. The factory utilizes state of the art machinery
sourced from Italy, to ensure optimum production efficiency and high end product
quality.
Al Forsan Global Industrial Complex is currently producing glazed porcelain tiles and
vitrified polished tiles beyond conventional soluble salt screen print technology and
homogenous design through dry powder press technology such as double charge, MDR,
roll feed and chroma. With this these technologies, the company can produce a tile with
a natural design having low porosity, better polished surface, brighter appearance and
longer life. The organization is also producing different types of hygienic sanitaryware
products.
The production processes are strictly controlled by experienced, highly competent and
professional personnel. All products pass through stringent quality control inspection
and testing to ensure that only high-quality tiles and sanitary wares are delivered to
customers. The tiles and sanitary wares are continuously tested in the organization's
own laboratories.
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The organization has the capability to design and develop new products and to respond
effectively to customers’ special needs and passion. The organization has opted for a
long-term policy which means; to produce high quality products, to mean business, to
be a respectable partner and to keep clients and customers satisfied.
1.5.2 GENERAL INFORMATION
Al Forsan’s factories include ceramic, porcelain, and sanitary ware facilities located in
King Abdullah’s Economic City in Rabigh (near Jeddah) across an area of 1.5 km 2 with the
following information:
Address : Al Forsan Global Industrial Complex, P. O. Box 17223, Jeddah 21484,

Kingdom of Saudi Arabia
Telephone : +966 – 12 611 3014 / 15
Fax : +966 – 12 288 2882
E – mail : info@alforsanksa.com
Web site : www.forsan-ceramics.com
Contact : Awadalla Omar
: Management Representative
1.6 Organizational structure

The organization is headed by the Managing Director.
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Figure 2: Organizational chart
2.0 Purpose, scope, and users

The Integrated Management System Manual documents the management system of AL
FORSAN GLOBAL INDUSTRIAL COMPLEX (referred herein and in other documents as “QHSE
) and demonstrates the capability of AL FORSAN GLOBAL INDUSTRIAL COMPLEX to
continuously provide products that address customer requirements.
2.1 Exclusions to ISO 9001:2015 standards

Exclusion of the QMS, 8.3 Design and development of products & 8.5.3 –
Property belonging to customers or external providers. All other
requirements of ISO 9001:2015 are applicable to AL FORSAN GLOBAL
INDUSTRIAL COMPLEX . All requirements of ISO 14001:2015 and ISO
45001:2015 are applicable to AL FORSAN GLOBAL INDUSTRIAL COMPLEX.
3.0 Terms and definitions
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For the purpose of this Integrated Management System Manual, management

system of AL FORSAN GLOBAL INDUSTRIAL COMPLEX is defined in the following
documents:
Level 1 - Integrated Management System Manual (IMSM)

Level 2 - Systems and Procedures Manual (SP)
Level 3 - Processes and Manufacturing Manual (PM)
Level 4 – Records & Quality Forms (QF) and HSE forms (HSEF)
For ISO 9001:2015 (QMS) AL FORSAN GLOBAL INDUSTRIAL

COMPLEX references the terms and definitions listed in the ISO 9000:2015
QMS Fundamentals and Vocabulary document requirements with guidance
for use. The 2015 revision of this document applies.
For ISO 14001:2015 (EMS), the Definitions appearing in ISO 14001:2015 is
applicable
For ISO 45001:2018 (OHSMS), the Definitions appearing in ISO 45001:2018
is applicable
4.0 Context of the organization

4.1 Understanding the organization and its context <<Clause
no. 4.1 of 9001:2015 >>,<<Clause no. 4.1 of 14001:2015 >>,<<Clause no. 4.1
of 45001:2018 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX management has determined
relevant external and internal issues and items that may become relevant to
the AL FORSAN GLOBAL INDUSTRIAL COMPLEX purpose and strategic
direction and may affect our ability to achieve the intended results of the
IMS. AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall monitor and review
information about these external and internal issues. AL FORSAN GLOBAL
INDUSTRIAL COMPLEX has considered the following external issues
basically,
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Social and cultural, political, legal, regulatory, financial, technological,

economic, natural, and competitive environment whether international,
national, regional or local.
Key drivers and trends having an impact on the objectives of AL FORSAN
GLOBAL INDUSTRIAL COMPLEX .
Relationship with and perception and value of external interested parties.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has considered the following
internal issues basically,
Governance, AL FORSAN GLOBAL INDUSTRIAL COMPLEX ’s structure, roles
and
Policies, objectives and the strategies that are in place to
Capabilities understood in terms of resources and knowledge and
competence (e.g., capital, time, people, processes, systems, and
technologies)
Relationship with and perception and values of internal interested
AL FORSAN GLOBAL INDUSTRIAL COMPLEX ’s culture
Standards, guidelines, and models adopted by AL FORSAN GLOBAL
INDUSTRIAL COMPLEX
The form and extent of the contractual relationship and
Identifying key interfaces between system, potential conflicts that may arise
and a process for resolving
NOTE 1: Issues can include positive and negative factors or conditions for
consideration.
NOTE 2: Understanding the external context can be facilitated by
considering issues arising from the legal, technological, competitive, market,
cultural, social and economic environments, whether international,
national, regional or local.
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NOTE 3: Understanding the internal context can be facilitated by

considering issues related to values, culture, knowledge, and performance
of the organization
Figure 3: Context of the organization
4.2 Understanding the needs and expectations of

interested parties
<<Clause no. 4.2 of ISO 9001:2015>>,<<Clause no. 4.2 of ISO
14001:2015>>,<<Clause no. 4.2 of ISO 45001:2018>>
The effect or potential effect on our organization’s ability to consistently
provide products and services that meet our customer and applicable
statutory and regulatory requirements, AL FORSAN GLOBAL INDUSTRIAL
COMPLEX has determined the following:
The interested parties relevant to the IMS;
The requirements of the identified interested parties relevant to the IMS;
defined and maintained procedures as per IMS document (SPMMR10) AL
FORSAN GLOBAL INDUSTRIAL COMPLEX has is committed to continually
monitoring, reviewing and analyzing information and relevant requirements
of the interested parties to assure their requirements are effectively
managed in the IMS.
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Figure 4: Interested parties
4.3 Determining the scope of the Quality Management

System
<<Clause no.4.3 of ISO 9001:2015>>,<<Clause no. 4.3 of ISO
14001:2015>>,<<Clause no.4.3 of ISO 45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has determined the boundaries
and the applicability of the IMS and how it relates to our Business Core
Competency. AL FORSAN GLOBAL INDUSTRIAL COMPLEX is committed to
applying all applicable requirements of the International Standard to the
intent and Scope of our IMS. The Scope of our IMS shall always be available
to internal and external parties and maintained as documented information.
The IMS was determined, designed, and implemented to cover and
support AL FORSAN GLOBAL INDUSTRIAL COMPLEX Scope.
4.4 Integrated Management System and its processes

<<Clause no.4.4 of ISO 9001:2015 >>,<<Clause no. 4.4 of ISO 14001:2015
>>,<<Clause no.4.4 of ISO 45001:2018 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has established and
implemented the IMS, which is maintained and continually improved
according to the requirements of the ISO 9001:2015, ISO 14001:2015 and
ISO 45001:2018 standards including processes needed and their
interactions. AL FORSAN GLOBAL INDUSTRIAL COMPLEX determined the
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processes needed for the IMS and their application through the
organization.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX determined required inputs and
desired outputs of the processes, criteria, and methods needed for effective
operation and control of these processes, as well as resources needed and
responsibilities and authorities for processes in the IMS Cross Reference.
Sequences and interactions between the processes are described in IMS
documents (SPMMR10, SPMMR11, SPMMR12). During management review,
top management of AL FORSAN GLOBAL INDUSTRIAL COMPLEX evaluates
processes and makes changes needed in order to ensure that the processes
achieve intended results and improve processes and the IMS.
5 Leadership
5.1 Leadership and commitment
<<Clause no.5.1 of ISO 9001:2015 >>,<<Clause no. 5.1 of ISO 14001:2015
>><<Clause no.5.1 of ISO 45001:2018 >>
5.1.1. General
<<Clause no. 5.1.1 of ISO 9001:2015 >>,<<Clause no. 5.1.1 of ISO

14001:2015 >><<Clause no. 5.1.1 of ISO 18001:2018>>
Top management of AL FORSAN GLOBAL INDUSTRIAL COMPLEX is taking
accountability for the effectiveness of the QMS and providing resources to
ensure that the Quality, Environmental, Health & Safety Policy and IMS
Objectives are compatible with the strategic direction and the context of AL
FORSAN GLOBAL INDUSTRIAL COMPLEX. Top management ensures that IMS
requirements are integrated into AL FORSAN GLOBAL INDUSTRIAL
COMPLEX business processes and that the IMS is achieving the intended
results. Top management communicates the importance of an effective
IMS, promotes continual improvement, a process approach, and risk‐based
thinking, and supports relevant management roles to demonstrate
leadership to their areas of responsibility.
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Figure 6: Leadership PDCA Cycle
5.1.2. Customer focus
<<Clause no. 5.1.2 of ISO 9001:2015>>

Top management of AL FORSAN GLOBAL INDUSTRIAL
COMPLEX demonstrates leadership and commitment with respect to
customer focus through ensuring:
That customer and statutory and regulatory requirements are defined,
understood, and consistently met.
The risks and opportunities that can affect the conformity of products and
the ability to enhance customer satisfaction are determined and addressed
The focus on enhancing customer satisfaction is maintained.
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5.2 Quality, Environmental, Health & Safety Policy

<<Clause no.5.2 of ISO 9001:2015>>,<<Clause no.5.2 of ISO
14001:2015>>,<<Clause no. 5.2 of ISO 45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has defined the Quality,
Environmental, Health & Safety Policy as a separate document and made it
available to employees and the public. This Policy’s represents the
framework for planning and improving the IMS and setting general and
specific quality objectives. The Integrated Management System policy is
appropriate to CERAMICS PRODUCT COMPANY’s processes, products, and
services, is derived from the overall policies, context and strategy and
provides a framework for establishing and reviewing objectives. The
Integrated Management System policy is approved by the CEO and is
displayed in the work/prominent areas of Plants. This policy is made
available in English/Arabic language as well. Whenever required, the CEO
reviews the policy for its continuing suitability. IMS policy also includes a
commitment to satisfy applicable requirements and continual improvement
of the IMS. Our integrated quality, environment, and Health & Safety policy
are:
AL FORSAN GLOBAL INDUSTRIAL COMPLEX is committed to:
The satisfaction of our customers in all respects by supplying high-quality
products, complying to the relevant standards, always on time
Fulfill our commitment through total involvement of all at AL FORSAN
GLOBAL INDUSTRIAL COMPLEX and with continual improvement in our
integrated management system.
Identify, prevent, control and minimize adverse environmental impacts
associated with our operational activities.
Comply with all quality, environmental, Health & Safety requirements.
Develop and maintain a highly motivated and trained workforce for effective
management of the quality, environment, and Health & Safety issues.
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Communicate our environmental commitment to clients, employees, and

other interested parties.
Strive to continually improve our quality, environmental and Health & Safety
performance keeping in view the regulatory requirements, Health & Safety
requirements, environmental requirements, community concerns, and
technological advancements. Establish & maintain a healthy work
environment.
Comply with applicable legal requirements.
Adopt the best practice of operations to prevent ill health & injuries
5.3 Organizational roles, responsibilities, and authorities

14001:2015>>,<<Clause no. 5.3 of ISO 45001:2018>>
Responsibilities and authorities for relevant roles are assigned by top
management and communicated within AL FORSAN GLOBAL INDUSTRIAL
COMPLEX Top management assigns roles and responsibilities for ensuring
that the IMS conforms to ISO 9001:2015, ISO 14001:2015 and ISO
45001:2018 and reporting on the performance of the IMS, including the IMS
performance, to top management, the following responsibility and authority
to:
1.Ensure IMS conforms to the requirements of international standard ISO
9001:2015, ISO 14001:2015 and ISO 45001:2018; and Kingdom of Saudi
Arabia Regulations.
2. Ensure the interaction of processes and their ability to achieve planned
results;
3. Report to top management on the results achieved by the IMS,
possibilities for improvements and the needs of changes or innovations;
4. Maintain IMS integrity when planning and implementing changes;
5. Promote awareness of customer focus throughout the organization;
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6. Act as a liaison with external parties such as customers or auditors on

matters relating to the IMS;
7. Resolve all matters pertaining to quality issues. The responsibility,
accountability, and authority of all personnel involved in the IMS are to be
defined, documented and communicated in order to facilitate effective IMS.
This is to include any responsibilities and accountability that is imposed by
legislation.
8. Responsibilities, accountabilities, and authorities are documented in
position descriptions and throughout the IMS.
9. Where suppliers are involved, their responsibilities and accountabilities
are to be clarified and documented by the responsible employee with
authority.
10. All employees and Suppliers will comply with their responsibilities.
11. The Management Team are to:
− Ensure organization-wide compliance to the IMS.
− Appoint the IMS Management Representative.
− Ensure that the assigned roles, responsibilities and authorities are
communicated and understood.
− Communicate the importance of meeting customer, statutory and
regulatory requirements.
− Establish appropriate policies that include a commitment to continual
improvement of the IMS.
− Establish IMS objectives.
− Ensure that all employees are aware of:
− Policy
− Current IMS objectives, targets and plans.
− The importance of compliance with the IMS.
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− Their contribution to the effectiveness of the IMS, including the

benefits of improved performance.
− Potential consequences of non-compliance with the IMS
requirements.
− Hold people accountable for carrying out assigned responsibilities and
the results delivered.
− Make resources available.
− Participate in IMS meetings including the Management Review.
− Actively promote and participate in IMS initiatives.
The Management Representative is to:
Ensure that the:
− IMS is established implemented and maintained in accordance with
the requirements of the standards.
− IMS processes are delivering their intended outputs.
− Promotion of customer focus throughout the company.
− The integrity of the IMS is maintained when changes to the IMS are
planned and implemented.
− Report on the performance of the IMS for review and as a basis for
continual improvement.
− Perform the role of Administrator which has the authority to ensure
access rights in the IMS, for individuals, are in-line with their levels of
authorities and responsibility in the organization.
− Monitor, communicate and incorporate changes in the legal and other
requirements in the IMS.
− Communicate amendments to the IMS.
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− Advise and provide guidance to ensure compliance to the IMS is

maintained.
− Provide guidance in developing action plans and conducting
management system reviews.
− Ensure that audits and inspections are conducted in accordance with
the schedule.
− Ensure that Mango is effectively utilized to administer and control the
IMS.
− Provide and or arrange for ongoing training and coaching to personnel
with respect to IMS matters.
− Coordinate and participate in IMS meetings including the
Management Review.
− Publish and control all IMS documents.
− Actively promote and participate in IMS initiatives.
− Coordinate and administer arrangements with the certification
agency.
Employees are to:
− Ensure that the IMS is effectively implemented and maintained within
their area of responsibility.
− Actively encourage all personnel to contribute towards the continual
improvement of the IMS.
− Incorporate the IMS as part of the site and departmental inspections
and reviews.
− Determine and escalate the need for resource requirements for the
effective operation of the IMS.
− Participate in IMS meetings including the Management Review.
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− Actively promote and participate in IMS initiatives

− Promptly report any unsafe working conditions, faulty equipment,
hazards/risks, injuries or incidents
− Suppliers and Contractors are to:
− Comply with the requirements of the IMS and participate in IMS
promotions.
− Promptly report any unsafe working conditions, faulty equipment,
hazards/risks, injuries or incidents
− Organization Structure
− The Company recognizes that the structure of the organization needs
to constantly evolve in order to meet the changing needs of clients,
the market and compliance obligations.
− The Management Team is responsible for ensuring the structure of
the organization is appropriate to the current business needs and will
ensure that the organization chart is regularly reviewed and
maintained.
6.0 Planning
6.1 Actions to address risks and opportunities
<<Clause no. 6.1 of ISO 9001:2015>>, <<Cluase no. 6.1 of ISO
14001:2015>>,<<Cluase no. 6.1 of ISO 45001:2018>>
6.1.1 General
<<Cluase no. 6.1.1 of ISO 9001:2015>>,<<Cluase no. 6.1.1 of ISO

14001:2015>>,<<Cluase no. 6.1.1 of ISO 45001:2018>>
When planning our IMS, AL FORSAN GLOBAL INDUSTRIAL COMPLEX has
taken into consideration potential issues and has determined the risks and
opportunities that need to be addressed to:
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provide assurance that the IMS can achieve its intended result;
enhance desirable effects;
prevent, or reduce, undesired effects;
achieve improvement;
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has planned actions to address
the above risks and opportunities and has initiated appropriate procedures
to integrate and implement appropriate actions into our QMS including the
evaluation of the effectiveness of our IMS processes. Any actions taken to
address risks and opportunities shall be proportionate to the potential
impact on the conformity of products and services.
Figure 7: Risks and Opportunities

While planning for the IMS, AL FORSAN GLOBAL INDUSTRIAL COMPLEX has
considered the issues referred to in 4.1 and the requirements referred to in
4.2 and developed a mechanism to identify the risk and opportunity that
need to be addressed to
Assure the IMS in place can achieve the intended outcome
Enhance desirable effects,
Prevent, or reduce undesired effects
Achieve improvement.
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AL FORSAN GLOBAL INDUSTRIAL COMPLEX has ensured actions to address

these risks and opportunities which are proportional to the potential impact
on, the conformity of its products, process and services, interested parties
needs and expectations or its compliance obligations. AL FORSAN GLOBAL
INDUSTRIAL COMPLEX has planned as to how to
A. Integrate and implement the actions into its IMS processes (as per clause
4.4)
B. Evaluate the effectiveness of the actions planned and implemented
While planning products, process and its operation, departments take into
consideration, the issues related to company objectives, requirement for
products, process and service, health & safety concerns.
For QMS
Business Risk and Opportunity assessment are done as per the internal and
external issues to AL FORSAN GLOBAL INDUSTRIAL COMPLEX under its
business context, interested parties needs and expectations, contracts and
customer requirements and its vision and mission in consideration. The
qualitative/quantitative assessment is carried out to ensure that these risks
remain under the control of AL FORSAN GLOBAL INDUSTRIAL
COMPLEX and will not affect AL FORSAN GLOBAL INDUSTRIAL
COMPLEX values, business, process, products and services performance on
a long and short run with a proper mitigation plan in a systematic manner.
The effective measures will then be review and integrated with the
management system in place through a proper change management
process.
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6.1.2 Identification and evaluation of Environmental aspects, Hazard

identification.
<<Clause no. 6.1.2 of ISO 14001:2015>>,<<Clause no. 6.1.2 of ISO

45001:2018>>
Environmental Aspects
The planning process commences with the identification and updating of
environmental aspects. In order to evaluate the impacts of its activities to
the environment, AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall
establish, implement and maintain a procedure to identify the
environmental aspects of its activities, products or services that it can
control and those that it can influence taking into account planned or new
developments, or new or modified activities, products, and services. These
aspects, inclusive of those arising from works carried out by contractors, are
registered in the “Aspects and impacts register”. AL FORSAN GLOBAL
INDUSTRIAL COMPLEX shall ensure that all environmental aspects that
may pose significant impacts on the environment are under control and
prioritized for improvements. AL FORSAN GLOBAL INDUSTRIAL
COMPLEX shall keep this information up-to-date.
Hazard identification and Assessment of Risk and Opportunities
Identification of Hazard and Risk Analysis (HIRA) is performed for all
activities of AL FORSAN GLOBAL INDUSTRIAL COMPLEX as per Procedure
for determination of Hazard & Risk Assessment &Control. Hazards which are
related to OH&S legal requirements are considered as significant; Risks
which are above acceptable risk priority number are identified as significant
risks, those are either covered through OH&S objectives to improve OH&S
performance or controlled through operational control procedures,
measuring & monitoring, training & awareness, emergency preparedness
and response or combination thereof. The significant risks and aspects are
reviewed annually by different departments to plan mitigation measures to
minimize the impact and adoption of new technology and revising the
objectives if needed.
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Assessment of EH&S risks and other risks to the EH&S management system
The AL FORSAN GLOBAL INDUSTRIAL COMPLEX has established,
implemented and maintained processes to:
a) Assess EH&S risks from the identified Environmental aspect, OH&S
hazards, while taking into account the effectiveness of existing controls;
b) Determine and assess the other risks related to the establishment,
implementation, operation, and maintenance of the OH&S management
system.
The AL FORSAN GLOBAL INDUSTRIAL COMPLEX ’s methodologies and
criteria are defined with respect to the risk associated with their scope,
nature, and timing to ensure they are proactive rather than reactive and are
used in a systematic way. Documented information shall be maintained and
retained on the methodologies and criteria.
Assessment of EH&S opportunities and other opportunities to the EH&S
management system
The AL FORSAN GLOBAL INDUSTRIAL COMPLEX has established,
implemented and maintained processes to assess:
a) EH&S opportunities to enhance EH&S performance, while taking into
account planned changes to the organization, its policies, processes or its
activities and:
Opportunities to adapt work for the organization and work environment to
workers;
Opportunities to eliminate hazards and reduce EH&S risks;
b) Other opportunities for improving the EH&S management system.
NOTE EH&S risks and EH&S opportunities can result in other risks and other
opportunities to the organization.
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6.1.3 Compliance obligation or Determination of Legal and Other

Requirements
<<Clause 6.1.3 of ISO 14001:2015>>, <<Clause 6.1.3 of ISO 45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX is to ensure that all relevant
legislative and other requirements are identified.
Legislative and other requirements may include, but are not limited to:
Acts and Regulations.
Codes of Practice.
Guidelines.
Standards.
Agreements with clients, communities or public authorities.
Corporate requirements.
Industry standards or codes.
Voluntary commitments.
Details of all relevant legislative and other requirements are to be contained
within the Compliance Module. These will include mitigations and control
methods. The verification of compliance will be reviewed by the Board.
The Management Team are to ensure that where possible, they are notified
of changes and/or additions to legal and other requirements as those
changes occur.
The means of ensuring notification of changes and/or additions may
include:
Agreements with external legal or consulting organizations to monitor and
advise of any changes.
Registering with Standards New Zealand.
Advice from the employer or industry associations.
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When changes and/or additions occur they are to be included in the

Compliance module and the means of verifying compliance is to be defined
as previously described.
A review of the Compliance module will be conducted as per the annual
work plan in the Board meeting. These will include:
Confirm that all updates to applicable legal and other requirements have
been captured and included.
Confirm that the means of ensuring and verifying compliance are
appropriate.
The company is to ensure that all changes, additions, and updates to the
Compliance module are communicated to relevant employees, contractors,
and other stakeholders.
6.2 IMS Quality objectives and planning to achieve them

<<Cluase no. 6.2 of ISO 9001:2015>>,<<Cluase no. 6.2 of ISO
9001:2015>>,<<Cluase no. 6.2 of ISO 9001:2015>>
IMS Objectives have been established at all corresponding levels and
processes throughout AL FORSAN GLOBAL INDUSTRIAL COMPLEX to
implement the IMS Policy, meet and exceed requirements for product and
processes, and to improve the IMS and its performance
IMS Objectives: IMS objectives are strategic, apply to the entire Company
and shall:
be consistent with the Quality Policy;
be measurable and monitored;
take into account applicable requirements;
be communicated;
be updated as appropriate;
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Be relevant to the conformity of products, services and enhance customer

satisfaction.
IMS Performance Objectives are measurable targets for improving
operational performance to ensure process conformity and customer
satisfaction. They apply to all departments and functions having direct
responsibility for activities that require improvement. Performance
objectives and goals are established by management and through employee
involvement and monitored within the framework of management
reviews. AL FORSAN GLOBAL INDUSTRIAL COMPLEX retains documented
information on the status of our QMS quality objectives. If shortfalls are
identified, management may revise objectives, issue corrective action
requests, or take other appropriate actions to address the issue.
6.3 Planning changes

<<Clause 6.3 of ISO 9001:2015 >>
When changes to QMS are deemed necessary, AL FORSAN GLOBAL
INDUSTRIAL COMPLEX shall ensure the change will comply with the
requirements of QMS and shall consider:
the purpose of the changes and their potential consequences;
the integrity of QMS;
the availability of resources;
the allocation or reallocation of responsibilities and authorities.
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7.0 Resources
7.1 Resources
<<Clause7.1 of ISO 9001:2015>>,<<Clause 7.1 of ISO
14001:2015>>,<<Clause 7.1 of ISO459001:2018>>
7.1.1 General
<<Clause7.1.1 of ISO 9001:2015>>,<<Clause 7.1 of ISO

14001:2015>>, <<Clause 7.1 of ISO459001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX is fully committed to providing
adequate resources required for the establishment, implementation,
maintenance and continual improvement of IMS. Our committed resources
include competent employees, state of the industry equipment, well-
maintained work environment, and financial resources. The process for
determining and communicating resource requirements is an integral part
of our management review process. Our infrastructure resource
considerations include:
management review meeting inputs and outputs;
capabilities and constraints on existing internal and external resources;
requirements and expectations provided by our external providers/vendors
7.1.2 People
<<Clause7.1.2 of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX identifies personnel training
needs, provides the required training, and evaluates the effectiveness of the
training provided. Personnel assigned to perform specific tasks, operations
and processes are qualified on the basis of appropriate education,
experience or training. Employees are made aware of the relevance and
importance of their activities and how they contribute to the achievement
of IMS objectives. Records of personnel qualifications and training are
maintained.
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7.1.3 Infrastructure
<<Clause7.1.3 of ISO 9001:2015 >>

AL FORSAN GLOBAL INDUSTRIAL COMPLEX has determined and provided
resources necessary for the establishment, implementation, maintenance
and continual improvement of the IMS. Our infrastructure resource
considerations include:
buildings, workspace and associated utilities;
equipment including (hardware and software);
transportation resources;
Information and communication technology.
As new infrastructure requirements are determined to be necessary, they
will be documented in quality plans and other documents as required
7.1.4 Environment for the Operation of Processes
<<Clause7.1.4 of ISO 9001:2015 >>

Management identifies and manages the human and physical factors of the
work environment considered to be important to control processes and to
achieve conforming of products and services. Evaluations include:
assessment of product requirements to identify where human and/or
physical factors will affect product quality this is also conducted during
advanced product quality planning,
Assessment of current working environment conditions to determine if the
work environment is suitable to achieve the conforming product.
Implementation of work environment improvements needed to achieve the
conforming product.
Continual assessment of the work environment to ensure that adequate
human and physical factors are maintained.
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7.1.5 Monitoring and Measuring Resources

<<Clause7.1.5 of ISO 9001:2015 >>
7.1.5.1 General
<<Clause7.1.5.1 of ISO 9001:2015 >>

AL FORSAN GLOBAL INDUSTRIAL COMPLEX has determined the necessary
monitoring, measurement, and resources to be initiated across our IMS. The
structure of internal resources includes but is not limited to:
monitoring and measuring equipment;
documented procedures and forms;
competent and qualified personnel
7.1.5.2 Measurement Traceability
<<Clause7.1.5.2 of ISO 9001:2015 >>

Documented procedures outline the processes that control monitoring and
measurement equipment used to accept products during production and
service operations. The procedures also include controls prior to, and after
delivery of products to our customers. Appropriate documented
information is maintained and provides objective evidence of compliance
and conformity.
7.1.6 Organizational Knowledge
<<Clause7.1.6 of ISO 9001:2015 >>

AL FORSAN GLOBAL INDUSTRIAL COMPLEX considers the specific
knowledge necessary for each operation and considers this as an important
resource to ensure our people and processes are consistent and will achieve
conformity of the product and services provided by the Company. Specific
organizational knowledge is defined, maintained and available to the extent
necessary within appropriate procedures.
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7.2 Competence
14001:2015>>,<<Clause 7.2 of ISO 45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has determined to the extent
necessary the below elements of competence for people performing work
that may affect the effectiveness of the IMS.
ensure employees are competent on the basis of their education, training,
and experience;
initiate job descriptions including specific competency provisions;
measure job performance for each employee on an annual basis;
provide job and career training programs to the extent necessary;
Take actions when necessary to assist employees that exhibit less than
desirable results.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX ensures that the necessary
competence is available for the effective operation of the processes. HODs
take necessary actions regarding the following:
Determine
the necessary competence on the basis of education, training, skills,
and experience for personnel performing work affecting IMS
Analyze the competence required against what is
Provide training or any other actions to satisfy needs. Training helps to
identify the safety and health responsibilities of both management and
employees at the Appropriate training programs are conducted for
employees to ensure that employees are aware of the safety hazards to
which they may be exposed and the proper methods for avoiding such
hazards. Evaluate the effectiveness of the action taken.
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Ensure by proper briefing and through an internal communication system

that personnel are aware of the relevance and importance of their activities
and how they contribute to the achievement of company
Maintain records of education, training, skills, and experience of the
7.3 Awareness
<<Clause7.3 of ISO 9001:2015>>,<<Clause7.3 of ISO
14001:2015>>,<<Clause7.3 of ISO 45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has determined to the extent
necessary persons performing work are:
aware of the IMS Policy;
aware of relevant IMS objectives;
aware of their contribution to the IMS effectiveness, including improved
performance;
Implications of noncompliance to our QMS requirements.
7.4 Communication
14001:2015>>,<<Clause7.4 of ISO 45001:2018>>
Top Management is responsible for determining internal and external
communications relevant to the IMS, including subject, timing, method of
communication, as well as who and with whom will communicate.
7.4.1 General
<<Clause7.4.1 of ISO 14001:2015>>,<<Clause7.4.1 of ISO 45001:2018>>

Systems have been established within AL FORSAN GLOBAL INDUSTRIAL
COMPLEX for internal as well as external communication regarding the
effectiveness of the Integrated Management System. Plant Heads ensures
that appropriate communication processes are established within AL
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FORSAN GLOBAL INDUSTRIAL COMPLEX and that communication takes

place regarding the effectiveness of the IMS.
7.4.2 Internal Communication

The various departments of AL FORSAN GLOBAL INDUSTRIAL COMPLEX
determine and plan effective arrangements for communicating with
customers and relevant interested parties in relation to products, process,
and service information, HSE matters, inquiries, contracts or order handling
and amendments Suitable systems are developed to receive customer
feedback and handling customer complaints.
7.4.3 External communication

Effective arrangements have been established and implemented ON WHAT,
WHEN, WITH WHOM, HOW AND WHO Communicates for,
Internal communication among various functions and levels are defined.
Receiving, recording, and responding to relevant Communication with
external interested parties as per its compliance obligations are also
defined.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has established, implemented,
and maintained processes for the participation of workers by their
involvement in consultation processes and consultation with contractors,
including ensuring they clearly understand their responsibilities within the
IMS.
Wherever appropriate, AL FORSAN GLOBAL INDUSTRIAL COMPLEX consults
relevant external interested parties about IMS matters. AL FORSAN GLOBAL
INDUSTRIAL COMPLEX ensures the method of communication and
language used is appropriate to the needs of the workforce and in a form
that they can easily understand the information being provided to them.
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7.5 Documented information

14001:2015>>,<<Clause7.5 of ISO 45001:2018>>
7.5.1 General
<<Clause7.5.1 of ISO 9001:2015>>,<<Clause7.5.1 of ISO

14001:2015>>,<<Clause7.5.1 of ISO 45001:2018>>
Documented information required to support the effectiveness of our IMS is
controlled to ensure:
it is available and suitable for use, where and when it is needed.
it is adequately protected from loss of confidentiality, improper use, or loss
of integrity.
distribution, access, retrieval, and use.
storage and preservation, including preservation of legibility.
control of changes.
Retention and disposition.
Documented information of external origin determined to be necessary for
the planning and implementation of the QMS is identified as appropriate
and controlled in accordance with QMS Procedures and Forms.
7.5.2 Creating and updating
<<Clause7.5.2 of ISO 9001:2015>>, <<Clause7.5.2 of ISO

14001:2015>>,<<Clause7.5.2 of ISO 45001:2018>>
When creating and updating documented information, AL FORSAN GLOBAL
INDUSTRIAL COMPLEX shall ensure appropriate:
Identification and description (e.g. a title, date, author, or reference
number);
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Format (e.g. language, software version, graphics) and media (e.g. paper,
electronic);
Review and approval for suitability and adequacy.
7.5.3 Control of documented information
<<Clause7.5.3 of ISO 9001:2015>>, <<Clause7.5.3 of ISO

14001:2015>>,<<Clause7.5.3 of ISO 45001:2018>>
7.5.3.1 Documented information required by the IMS and by
this International Standard shall be controlled to ensure:
it is available and suitable for use, where and when it is needed;
it is adequately protected (e.g. from loss of confidentiality, improper use, or
loss of integrity).
7.5.3.2 For the control of documented information, AL FORSAN GLOBAL
INDUSTRIAL COMPLEX shall address the following activities, as applicable:
distribution, access, retrieval, and use;
storage and preservation, including preservation of legibility;
control of changes (e.g. version control);
retention and disposition.
Documented information of external origin determined by AL FORSAN
GLOBAL INDUSTRIAL COMPLEX to be necessary for the planning and
operation of the quality management system shall be identified as
appropriate, and be controlled. Documented information retained as
evidence of conformity shall be protected from unintended alterations.
NOTE: Access can imply a decision regarding the permission to view the
documented information only, or the permission and authority to view and
change the documented information.
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8.0 Operation
<<Clause8 of ISO 9001:2015>>,<<Clause 8 of ISO
14001:2015>>,<<Clause 8 of ISO 45001:2018>>
8.1 Organizational planning and control

14001:2015>>,<<Clause 8.1 of ISO 45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX defines the expectation and
implements controls for each of our IMS processes. The planning of controls
is required to ensure consistent acceptability of products and services.
Planning processes include the definition of QMS quality objectives,
development for required processes, the establishment for appropriate
verification programs and the requirement for records necessary to
demonstrate the process and products conform to intended requirements.
Operational planning and control are required prior to new and/or revised
products or processes being implemented. During the planning phase,
management will identify:
requirements for the products and services;
criteria for the processes and the acceptance of products and services;
resources needed to achieve conformity to the product and service
requirements;
control of the processes in accordance with the criteria;
Documented information to the extent necessary to have confidence that
the processes have been carried out as planned and to demonstrate the
conformity of products and services to their requirements.
The output of operational planning and control includes documented
quality plans, resource requirements, processes, equipment requirements,
procedures, test data, and design outputs.
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Figure 8: Operational planning and control
8.1.2 Eliminating hazards and reducing OH&S risks
<<Ref. Clause No. 8.1.2 of ISO 45001:2018>>

AL FORSAN GLOBAL INDUSTRIAL COMPLEX has established, implemented
and maintained a process for the elimination of hazards and reduction of
OH&S risks using the following “hierarchy of control”:
Eliminate the hazard;
Substitute with less hazardous processes, operations, materials or
equipment;
Use engineering controls and reorganization of work;
Use administrative controls, including training;
Use adequate personal protective equipment.
8.1.3 Management of change
<<Ref. Clause No. 8.1.3 of ISO 45001:2018>>

AL FORSAN GLOBAL INDUSTRIAL COMPLEX has established a process for
the implementation and control of planned temporary and permanent
changes that impact OH&S performance, including:
a) new products, services, and processes, or changes to existing products,
services, and processes, including:
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Workplace locations and surroundings, work organization, working

conditions, Equipment, workforce.
b) Changes to legal requirements and other requirements.
c) Changes in knowledge or information about hazards and OH&S risks.
d) Developments in knowledge and technology.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has reviewed the consequences
of unintended changes, taking action to mitigate any adverse effects, as
necessary.
8.1.4 Procurement
<<Clause no. 8.1.4 of ISO 45001:2018>>
8.1.4.1 General
<<Clause no. 8.1.4,1 of ISO 45001:2018>>

and maintained a process to control the procurement of services in order to
ensure their conformity to its OH&S management system.
8.1.4.2 Contractors
<<Clause no. 8.1.4.2 of ISO 45001:2018>>

AL FORSAN GLOBAL INDUSTRIAL COMPLEX will coordinate with its
contractors, to identify hazards and to assess and control the OH&S risks,
arising from the:
a) contractor’s activities and operations that impact the organization.
b) the organization’s activities and operations that impact the contractors’
workers.
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c) contractors’ activities and operations that impact other interested parties

in the workplace.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has ensured that the
requirements of its OH&S management system are met by contractors and
their workers through a defined contractor’s policy or agreements. The
organization’s procurement process(es) shall define and apply occupational
health and safety criteria for the selection of contractors.
NOTE: It can be helpful to include the occupational health and safety criteria
for the selection of contractors in the contractual documents.
8.1.4.3 Outsourcing
<<Clause no.8.1.4.3 of ISO 45001:2018>>

AL FORSAN GLOBAL INDUSTRIAL COMPLEX has ensured that outsourced
functions and processes like labors are controlled. AL FORSAN GLOBAL
INDUSTRIAL COMPLEX has ensured that its outsourcing arrangements are
consistent with legal requirements and other requirements and with
achieving the intended outcomes of the OH&S management system. The
type and degree of control to be applied to these functions and processes
are defined within the OH&S management system.
NOTE Coordination with external providers can assist an organization to
address any impact outsourcing has on its OH&S performance.
8.2 Requirements for products and services

<<Clause no. 8.2 of ISO 9001:2015 >>
Communication with customers, the process of determining and reviewing
the requirements related to products and changes to requirements for
products are defined in the Customer Requirements and Production
Planning Process Flowchart and the Customer Requirements and Production
Planning Process Flow Chart.
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8.2 Emergency preparedness and response

<<Clause no. 8.2 of ISO 14001:2015>>,<<Clause no. 8.2 of ISO
45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has developed procedures to
ensure that AL FORSAN GLOBAL INDUSTRIAL COMPLEX is able to respond
to the accidents and foreseeable emergency/disaster situation and for
preventing and mitigating the impacts associated with them considering the
total business risk on AL FORSAN GLOBAL INDUSTRIAL COMPLEX. After
identifying the potential risks or emergency situations and past experiences,
action plans have been developed to overcome the emergency. (Procedure
for Emergency Preparedness and Response Plan) In case of occurrence of
such a situation, an H&S committee is formed to analyze the risk and
necessary corrective and preventive action taken to prevent its recurrence.
List of Health & Safety Emergencies:
1) Health: -
Heart Attack
2) Safety: -
Fire
Snake/Dog bite
Electrocution
Falling from Height
Injuries during operation/material handling
3) Environment:
Fire
Oil Spills
Chemical accidents
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toxic waste dumping

groundwater pollution
and maintained a process needed to prepare for and respond to potential
emergency situations, as identified in 6.1.2.1, including:
a) Establishing a planned response to emergency situations, including the
provision of first aid.
b) Providing training for the planned response.
c) Periodically testing and exercising the planned response capability;
Wherever practicable, mock drills to check the emergency preparedness are
carried out at regular intervals as per (Procedure for Emergency
preparedness and response plan).
d) Evaluating performance and, as necessary, revising the planned response,
including after testing and in particular after the occurrence of emergency
situations.
e) Communicating and providing relevant information to all workers on their
duties and responsibilities.
f) Communicating relevant information to contractors, visitors, emergency
response services, government authorities and, as appropriate, the local
community.
g) Considering the needs and capabilities of all relevant interested parties
and ensuring their involvement, as appropriate, in the development of the
planned response.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has maintained and retained
documented information on the processes and on the plans for responding
to potential emergency situations.
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8.3 Design and development of products

<<Clause no.8.3 of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has not identified the need for
Design and development of products (Refer to 2.1 – Exclusions).
8.4 Control of externally provided processes, products, and
services <<Clause no.8.4 of ISO 9001:2015 >>
8.4.1 General
<<Clause no.8.4.1 of ISO 9001:2015 >>

The organization shall ensure that externally provided processes, products,
and services conform to requirements. The organization shall determine the
controls to be applied to externally provided processes, products and
services when:
a) products and services from external providers are intended for
incorporation into the organization’s own products and services;
b) products and services are provided directly to the customer(s) by external
providers on behalf of the organization;
c) a process, or part of a process is provided by an external provider as a
result of a decision by the organization.
The organization shall determine and apply criteria for the evaluation,
selection, monitoring of performance, and re-evaluation of external
providers, based on their ability to provide processes or products and
services in accordance with requirements. The organization shall retain
documented information of these activities and any necessary actions
arising from the evaluations.
8.4.2 Type and extent of control
<<Clause no.8.4.2 of ISO 9001:2015 >>
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The organization shall ensure that externally provided processes, products,

and services do not adversely affect the organization’s ability to consistently
deliver conforming products and services to its customers. The organization
shall:
a) ensure that externally provided processes remain within the control of its
quality management system;
b) define both the controls that it intends to apply to an external provider
and those it intends to apply to the resulting output;
c) take into consideration:
the potential impact of the externally provided processes, products, and
services on the organization’s ability to consistently meet customer and
applicable statutory and regulatory requirements;
the effectiveness of the controls applied by the external provider;
d) determine the verification, or other activities, necessary to ensure that
the externally provided processes, products, and services meet
requirements.
8.4.3 Information for external providers
<<Clause no.8.4.3 of ISO 9001:2015 >>
The organization shall ensure the adequacy of requirements prior to their
communication to the external provider. The organization shall
communicate to external providers its requirements for:
a) the processes, products, and services to be provided;
b) the approval of:
products and services;
methods, processes, and equipment;
the release of products and services;
c) competence, including any required qualification of persons;
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d) the external providers’ interactions with the organization;

e) control and monitoring of the external providers’ performance to be
applied by the organization;
f) verification or validation activities that the organization, or its customer,
intends to perform at the external providers’ premises.
8.5 Production and service provision <<Clause no.8.5 of ISO

9001:2015 >>
8.5.1 Control of production and service provision <<Clause no.8.5.1 of ISO
9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall implement production and
service provision under controlled conditions. Controlled conditions shall
include, as applicable:
a) the availability of documented information that defines:
1) the characteristics of the products to be produced, the services to be
provided, or the activities to be performed;
2) the results to be achieved;
b) the availability and use of suitable monitoring and measuring resources;
c) the implementation of monitoring and measurement activities at
appropriate stages to verify that criteria for control of processes or outputs,
and acceptance criteria for products and services, have been met;
d) the use of suitable infrastructure and environment for the operation of
processes;
e) the appointment of competent persons, including any required
qualification;
f) the validation, and periodic revalidation, of the ability to achieve planned
results of the processes for production and service provision, where the
resulting output cannot be verified by subsequent monitoring or
measurement;
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g) the implementation of actions to prevent human error;

h) the implementation of release, delivery, and post-delivery activities.
8.5.2 Identification and traceability<<Clause no.8.5.2 of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall use suitable means to

identify outputs when it is necessary to ensure the conformity of products
and services. AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall identify the
status of outputs with respect to monitoring and measurement
requirements throughout production and service provision. AL FORSAN
GLOBAL INDUSTRIAL COMPLEX shall control the unique identification of
the outputs when traceability is a requirement and shall retain the
documented information necessary to enable traceability.
8.5.3 Property belonging to customers or external providers<<Clause no.8.5
of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX has not identified the need for
Property belonging to customers or external providers in its operation
(Refer to 2.1 – Exclusions).
8.5.4 Preservation <<Clause no.8.5.4 of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall preserve the outputs

during production and service provision, to the extent necessary to ensure
conformity to requirements.
NOTE Preservation can include identification, handling, contamination
control, packaging, storage, transmission or transportation, and protection.
8.5.5 Post-delivery activities <<Clause no.8.5.5 of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall meet requirements for

post-delivery activities associated with the products and services. In
determining the extent of post-delivery activities that are required, AL
FORSAN GLOBAL INDUSTRIAL COMPLEX shall consider:
a) statutory and regulatory requirements;
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b) the potential undesired consequences associated with its products and

services;
c) the nature, use and intended lifetime of its products and services;
d) customer requirements;
e) customer feedback.
NOTE: Post-delivery activities can include actions under warranty provisions,
contractual obligations such as maintenance services, and supplementary
services such as recycling or final disposal.
8.5.6 Control of changes <<Clause no.8.5.6 of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall review and control

changes for production or service provision, to the extent necessary to
ensure continuing conformity with requirements. AL FORSAN GLOBAL
INDUSTRIAL COMPLEX shall retain documented information describing the
results of the review of changes, the person(s) authorizing the change, and
any necessary actions arising from the review.
8.6 Release of products and services <<Clause no.8.6 of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall implement planned
arrangements, at appropriate stages, to verify that the product and service
requirements have been met. The release of products and services to the
customer shall not proceed until the planned arrangements have been
satisfactorily completed, unless otherwise approved by a relevant authority
and, as applicable, by the customer. AL FORSAN GLOBAL INDUSTRIAL
COMPLEX shall retain documented information on the release of products
and services. The documented information shall include:
a) Evidence of conformity with the acceptance criteria;
b) Traceability to the person(s) authorizing the release.
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8.7 Control of nonconforming outputs <<Clause no.8.7 of ISO

9001:2015 >>
8.7.1 AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall ensure that outputs
that do not conform to their requirements are identified and controlled to
prevent their unintended use or delivery. <<Clause no.8.7.1 of ISO
9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall take appropriate action
based on the nature of the nonconformity and its effect on the conformity
of products and services. This shall also apply to nonconforming products
and services detected after delivery of products, during or after the
provision of services. AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall deal
with nonconforming outputs in one or more of the following ways:
a) correction;
b) segregation, containment, return or suspension of the provision of
products and services;
c) informing the customer;
d) obtaining authorization for acceptance under concession.
Conformity to the requirements shall be verified when nonconforming
outputs are corrected.
8.7.2 AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall retain documented information
that: <<Clause no.8.7.2 of ISO 9001:2015 >>
a) describes the nonconformity;

b) describes the actions taken;
c) describes any concessions obtained;
d) identifies the authority deciding the action in respect of the
nonconformity.
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9.0 Performance evaluation

14001:2015>>,<<Clause no. 9.0 of ISO 45001:2018>>
9.1 Monitoring, measurement, analysis and evaluation

14001:2015>>,<<Clause no. 9.1 of ISO 45001:2018>>
9.1.1. General
<<Clause no.9.1.1 of ISO 9001:2015>>,<<Clause no. 9.1.1 of ISO

14001:2015>>,<<Clause no. 9.1.1 of ISO 45001:2018>>
The ownership teams, Operations Managers and process owners in AL
FORSAN GLOBAL INDUSTRIAL COMPLEX define what will be monitored
and measured, as well as the methods and timing for monitoring and
measuring. Results of the monitoring and measuring will be evaluated at
appropriate levels and functions in AL FORSAN GLOBAL INDUSTRIAL
COMPLEX and the top‐level management will evaluate the performance of
the QMS during the management review. AL FORSAN GLOBAL INDUSTRIAL
COMPLEX shall determine:
a) what needs to be monitored and measured;
b) the methods for monitoring, measurement, analysis, and evaluation, as
applicable, to ensure valid results;
c) the criteria against which AL FORSAN GLOBAL INDUSTRIAL COMPLEX will
evaluate its environmental performance and appropriate indicators;
d) when the monitoring and measuring shall be performed;
e) when the results from monitoring and measurement shall be analyzed
and evaluated.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall ensure that calibrated or
verified monitoring and measurement equipment is used and maintained,
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Document : IMSM.DOC
as appropriate. AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall evaluate

its environmental performance and the effectiveness of the environmental
management system. AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall
communicate relevant environmental performance information both
internally and externally, as identified in its communication process and as
required by its compliance obligations. AL FORSAN GLOBAL INDUSTRIAL
COMPLEX shall retain appropriate documented information as evidence of
the monitoring, measurement, analysis and evaluation results.
9.1.2. Customer satisfaction
<<Clause no. 9.1.2 of ISO 9001:2015 >>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX monitors information relating
to customer perception of our continual ability to fulfill their requirements.
Maintaining customer satisfaction is one of the principal objectives of the
IMS. Collecting and analyzing customer feedback and complaints, and
customer satisfaction is conducted during management review. Customer
satisfaction data is used by management to identify opportunities for
improvement
9.1.2 Evaluation of compliance
<<Clause no. 9.1.2 of ISO 14001:2015 >>,<<Clause no. 9.1.2 of ISO

45001:2018 >>
and maintained a process for evaluating compliance with legal requirements
and other requirements. AL FORSAN GLOBAL INDUSTRIAL COMPLEX has:
a) determined the frequency and methods for the evaluation of compliance;
b) Evaluate compliance and take action if needed;
c) Maintain knowledge and understanding of its compliance status with
legal requirements and other requirements;
d) Retain documented information about the compliance evaluation results.
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9.1.3. Analysis and evaluation of compliance
<<Clause no. 9.1.3 of ISO 9001:2015 >>

AL FORSAN GLOBAL INDUSTRIAL COMPLEX analyzes and evaluates
appropriate data and information arising from monitoring and
measurement. The results of the analysis are used to evaluate:
conformity of products;
the degree of customer satisfaction;
the performance and effectiveness of the QMS;
if planning has been implemented effectively;
the effectiveness of actions taken to address risks and opportunities;
the performance of external providers;
the need for improvements to the QMS.
determine the frequency that compliance will be evaluated;
evaluate compliance and take action if needed;
Maintain knowledge and understanding of its compliance status.
AL FORSAN GLOBAL INDUSTRIAL COMPLEX shall retain documented
information as evidence of the compliance evaluation result(s).
9.2 Internal audit

14001:2015>>,<<Clause no. 9.2 of ISO 45001:2015>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX plans and conducts internal
audits at planned intervals. Internal audits are conducted to verify quality
activities and related results comply with planned expectations including
customer contractual requirements and other IMS requirements as deemed
necessary and applicable. The Business Manager is responsible for
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organizing and coordinating the internal audit to ensure that the audit
scope, the frequency, and methods are defined, and the following
requirements are satisfactorily achieved:
definition of audit responsibilities;
definition of requirements for planning and conducting the audit including
taking appropriate correction and corrective actions without undue delay;
assurance of auditor independence;
recording of audit results;
communication of audit results to management;
9.3Management review
14001:2015>>,<<Clause no. 9.3 of ISO 45001:2018>>
Top Management of AL FORSAN GLOBAL INDUSTRIAL COMPLEX conducts
regular reviews of the QMS, approximately every Six months, according to
the Procedure for Management Review.
10. Improvement
<<Clause no. 10.0 of ISO 9001:2015>>, <<Clause no. 10.0 of ISO
14001:2015>>, <<Clause no. 10.0 of ISO 45001:2018>>
10.1. General
14001:2015>>, <<Clause no. 10.1 of ISO 45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX determines and selects
opportunities for improvement and implements any necessary actions to
meet customer requirements and enhance customer satisfaction. These
include:
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improving products to meet requirements, as well as to address future

needs and expectations;
correcting, preventing, or reducing undesired effects;
improving the performance and effectiveness of the QMS.
10.2. Incidents, Nonconformity and corrective action

14001:2015>>, <<Clause no. 10.2 of ISO 45001:2018>>
AL FORSAN GLOBAL INDUSTRIAL COMPLEX handles nonconformities in
order to control and correct them and deal with the consequences,
according to the Procedure for evaluating non‐conforming product ‐
material and documenting CARs. AL FORSAN GLOBAL INDUSTRIAL COMPLEX
has established a corrective action system to investigate and document the
root cause and actions to correct supplier, internal, and customer‐reported
nonconformities. Corrective actions are assigned to a responsible individual
and tracked by number and completion date according to the Procedure for
evaluating non‐conforming product ‐ material and documenting CARs.
10.3 Incident investigation

<<Clause no. 10.2 of ISO 45001:2018>>
and maintained a procedure to record, investigate and analyze incidents in
order to
Determine underlying OH&S deficiencies and other factors that might be
causing or contributing to the occurrence of incidents.
Identify the need for corrective action.
Identify opportunities for preventive action.
Identify opportunities for continual improvement.
Communicate the results of such investigations.
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The investigations will be performed in a timely manner. The results of

incident investigations shall be documented and maintained. When an
incident or a nonconformity occurs
a) React in a timely manner to the incident or nonconformity and, as
applicable:
Take action to control and correct it.
deal with the consequences.
b) Evaluate, with the participation of workers (see 5.4) and the involvement
of other relevant interested parties, the need for corrective action to
eliminate the root cause of the incident or nonconformity, in order that it
does not recur or occur elsewhere, by:
Investigating the incident or reviewing the nonconformity.
Determining the causes of the incident or nonconformity.
Determining if similar incidents have occurred, nonconformities exist, or if
they could potentially occur.
c) review existing assessments of OH&S risks and other risks, as appropriate
(see 6.1).
d) determine and implement any action needed, including corrective action,
in accordance with the hierarchy of controls (see 8.1.2) and the
management of change (see 8.1.3);
e) Assess OH&S risks that relate to new or changed hazards, prior to taking
action;
f) Review the effectiveness of any action taken, including corrective action;
g) Make changes to the OH&S management system, if necessary.
10.3 Continual improvement

14001:2015>>, <<Clause no. 10.3 of ISO 45001:2018>>
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AL FORSAN GLOBAL INDUSTRIAL COMPLEX continually improves the

suitability, adequacy, and effectiveness of the IMS.AL FORSAN GLOBAL
INDUSTRIAL COMPLEX considers the results of analysis and evaluation, and
the outputs from management review, to determine if there are needs or
opportunities to be addressed as part of continual improvement. Projects,
project status, and responsibilities are recorded in the Continual
Improvement Project Log.
Figure 9: Continual improvement
[54]

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QHSE MANUAL

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

Integrated Management System Manual

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

7.4 COMMUNICATION .............................................................................................................................................32

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

1.0 About the organization

1.2 Process Approach

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

AL FORSAN GLOBAL INDUSTRIAL COMPLEX has adopted the “Process

1.3 Plan-Do-Check-Act cycle

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

Figure 1: PDCA cycle

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

1.4 Risked-Based Thinking

1.5.1 AL FORSAN GLOBAL INDUSTRIAL COMPLEX PROFILE

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

1.5.2 GENERAL INFORMATION

Address : Al Forsan Global Industrial Complex, P. O. Box 17223, Jeddah 21484,

1.6 Organizational structure

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

Figure 2: Organizational chart

2.0 Purpose, scope, and users

2.1 Exclusions to ISO 9001:2015 standards

3.0 Terms and definitions

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

For the purpose of this Integrated Management System Manual, management

Level 1 - Integrated Management System Manual (IMSM)

For ISO 9001:2015 (QMS) AL FORSAN GLOBAL INDUSTRIAL

4.0 Context of the organization

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

Social and cultural, political, legal, regulatory, financial, technological,

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

NOTE 3: Understanding the internal context can be facilitated by

Figure 3: Context of the organization

4.2 Understanding the needs and expectations of

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

Figure 4: Interested parties

4.3 Determining the scope of the Quality Management

4.4 Integrated Management System and its processes

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

<<Clause no. 5.1.1 of ISO 9001:2015 >>,<<Clause no. 5.1.1 of ISO

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

Figure 6: Leadership PDCA Cycle

5.1.2. Customer focus

<<Clause no. 5.1.2 of ISO 9001:2015>>

INTEGRATED MANAGEMENT SYSTEM QHSE

Written by: Awadalla Omar Approved by: Dr. Khater Massaad

5.2 Quality, Environmental, Health & Safety Policy

INTEGRATED MANAGEMENT SYSTEM QHSE