Responsibility and Authority

Managers’ responsibilities and their tasks are defined with regard to occupational safety, quality, environment and energy. In principle, managers can delegate the execution of tasks and partial responsibilities to their colleagues, but not the overall responsibility for them. The management of occupational safety, quality, environment and energy is an overarching management task.

For this reason, the following is stipulated in the organisational structure:

 

  • What duties and powers managers have
  • Who is authorised to make decisions
  • What links there are between the different entities
  • How information is exchanged between different entities
  • How the education and training of staff is ensured
  • How compliance with defined IM measures is verified

 

Responsibilities are defined in process descriptions, work instructions and job descriptions (IM Handbook). The purpose of these provisions is to ensure that there are no differences of opinion between managers on responsibilities.

Quality management systems are valuable instruments for the continuous improvement of a company’s service quality. Lean and highly practical systems enable process optimisation, the flawless implementation of customer requirements and the elimination of risks. When stringently upheld within the company, a quality management system helps you to reach your goals: so seize the opportunities.

According to the organisation chart, managers are responsible for ensuring that the requirements arising from the IM Handbook for them are known to employees to the extent necessary and are taken into account in the fulfilment of their job function.

Every employee is required to comply with the applicable provisions of this IM Handbook and the supplementary instructions.

Managers and employees are required to promptly notify the top management representative (IMO) in the event of any necessary deviations and, if necessary, to arrange for a modification of the defined measures.

The documentation defines the responsibilities of company management and managers. Other responsibilities are defined in the individual chapters of the IM Handbook and in process instructions.

The top management representative (IMO) is responsible for the introduction and continuous improvement of the IM system. His name is shown in the organisation chart and he is a member of the company management.

 

The top management representative (IMO) is responsible in particular for the following tasks:

 

  • Implementing, monitoring and developing the management system
  • Reporting to company management on the status and development of the IM system and immediate reporting on current QEE problems, trends and costs
  • Preparing, distributing, monitoring and updating the IM Handbook and other instructions
  • Collecting and evaluating all internal and external non-conformance reports
  • Defining and tracking the effectiveness of corrective measures
  • Planning and conducting internal audits and archiving audit reports
  • Training related to the IM system
  • Inspection planning and monitoring of incoming, production and final inspections
  • Inspection equipment monitoring

 

The top management representative (IMO) is the technical supervisor in all matters relating to the IM system and has the right to obtain complete information on all QEE matters.

 

Through appropriate training measures and instructions, he ensures that there is an awareness at all levels about the proper fulfilment of all customer requirements. Furthermore, it is his task to initiate necessary measures in all departments or to arrange for their implementation and to satisfy himself of their execution.

The IMO is responsible for the publication of QEE requirements, targets and results. All interested parties of our company including customers and suppliers are taken into account. The consequences of inadequate communication options are taken into account by company management. The attainment of optimum customer satisfaction is essential. The results of corrective and preventive measures, internal audits and evaluation of the IM system are communicated to all of the employees involved.

 

Internal communication is supported by notices, IT-supported documents/announcements, various meetings and by the IMH.

On the basis of the summarised results, company management verifies whether the requirements imposed by the QEE policy on the IM system are actually met. The review also takes into account product-specific aspects such as safe processes, optimisation of procedures, existing and unforeseen risks. If necessary, appropriate corrective measures are ordered and documented by company management. The continuous improvement process is essential here, including with regard to the IM system, as well as the identification and provision of adequate resources and personnel. Employees are informed about the attainment of the QEE objectives by means of a notice board. The review and reports on the appropriate corrective measures are archived by the representative to top management (IMO) for 3 years.

Top management demonstrates its commitment to the development, implementation and continuous improvement of the effectiveness of the IM system by

 

  • communicating to the company the importance of meeting customer requirements as well as the legal and regulatory requirements within the company
  • defining the QEE policy
  • ensuring the definition of QEE objectives
  • conducting management reviews
  • ensuring the availability of resources

 

Customer satisfaction is attained through the following measures:

 

  • Defining a vision, policies and strategic objectives in accordance with the purpose of our company
  • Leading our company by our own example in order to develop the trust of all persons in management
  • Communicating the direction of our company and our QEE values management system
  • Participating in improvement projects, searching for new methods, solutions
  • Obtaining immediate feedback on the effectiveness and efficiency of the IM system
  • Identifying the supporting processes that influence the effectiveness and efficiency of the implementation processes
  • Creating an environment that promotes the inclusion and development of all persons
  • Providing the structures and resources necessary to support the strategic plans of our company

 

We have also defined methods for measuring our company’s performance (key performance indicator discussions) to determine whether planned goals have been attained.

Discrimination is understood to be discrimination against individuals or groups, which contradicts the principle of equal rights for all people.

 

Accordingly, employees may not be selected on the basis of their ethnic origin, skin colour, sex, religion, nationality, sexual orientation, social background or political views, provided these are based on democratic principles and tolerance of people with different opinions. Equal opportunity and equal treatment must be ensured in the selection of employees. Employees are always selected, hired and promoted on the basis of their qualifications and skills.

 

3RIVER GROUP rejects corruption of any kind and conducts only above board business!

 

Corruption is the abuse of entrusted power for one’s own benefit or for the benefit of a third party. Both the receiver and the giver are liable to prosecution.

 

A distinction is made between active bribery (i.e. offering, promising and granting an undue advantage) and passive bribery (demanding, accepting a promise and accepting an undue advantage).

3RIVER GROUP also requires its suppliers to reject and prevent corruption of any kind. Even the appearance of corrupt or competition-distorting behaviour should be avoided. 3RIVER GROUP suppliers should always refrain from giving gifts and invitations to 3RIVER GROUP employees.

Quality policy

Securing quality means securing the future! A forward-looking approach means reducing environmental impact and conserving energy and resources!
One of the corporate objectives of the 3River Group and its subsidiaries is to provide its customers with services in the quality ordered.
For us, quality management means coordinating of all the activities that contribute to customer satisfaction. This applies not only to the impeccable quality of our services, but also to our ongoing communication with customers and suppliers.
We build on the commitment of our employees. Through training and further education, employees are put in a position to achieve the specified goals. The competitive factor of “quality” is of eminent importance to us, particularly when we strive for cooperation with the automotive industry.
Quality does not come about of its own accord. It must be systematically and permanently developed, maintained and if possible improved – every day and by every employee.
In terms of sustainable action, we are pursuing a strict strategy of lowering emissions and conserving energy. We promptly implement individual measures at each production site.

The following quality guidelines illustrate the principles of our quality policy:

  • We want to wow our customers.
  • For this reason, our primary goal must be to deliver first-class quality to our customers.
  • By this we mean excellent product manufacturing.
  • Our customer sets the standard for our quality.
  • The customer is our employer. He pays our “salary”.
  • Our quality objective is always “zero defects” or “100% correct”. Should mistakes nevertheless occur, we talk about them and thus avoid the same mistakes in the future.
  • Additional quality objectives are published annually by company management and documented with measures.
  • We treat our customers in a friendly and competent manner.
  • We are reliable, react immediately to requirements and complaints and deliver on time.
  • This service quality is a matter of course for us.
  • We want to meet the expectations of our customers. For this reason, our quality must be reflected in all our activities, not only in our products, but in all operational areas.
  • Our customer is anyone for whom we provide a service, including colleagues in other departments, supervisors, every employee.
  • We all support each other in meeting quality objectives. We proceed as follows: first think, then plan, then act, then verify the results.
  • Our products are only as good as the quality of the purchased parts. We therefore expect top quality and punctual delivery from our suppliers.
  • We also expect our customers to act in a quality-conscious manner.
  • We inform our superiors, employees and colleagues about quality risks.

10.2. The following guidelines illustrate the principles of our environmental and energy policy

We undertake to comply with the applicable legal framework conditions for the environment and energy, to continuously improve our environmental and energy performance and thus make an effective contribution to the conservation of resources and environmental protection.

For us, this means:

  • Regularly monitoring whether the necessary financial and structural conditions are in place
  • Regular assessment and review of environmental and energy effects
  • Setting and pursuing annual targets for improving environmental performance and energy efficiency as part of our defined energy and environmental policy
  • Regular review of the management system through internal audits and the permanent assessment of compliance
  • Purchasing energy-efficient products and services designed to improve energy-related performance

 

We ensure that all necessary information is available to achieve our set goals. In doing so, the integrated management policy we have adopted forms the framework for the individual strategic and operational goals we have set.

The integrated management policy, particularly with regard to the environmental and energy aspects, is regularly made public to our employees, affiliated companies, suppliers and service providers.

Every year, we undertake to review our management policy and make any necessary corrections.

 

QEE planning

Recurring planning activities occur, for example, in the areas of corporate development, production and preventive maintenance, test procedures, monitoring of test equipment, training, maintenance, allocation of tasks and authority, IM evaluation and performance of internal QEE audits as well as with regard to infrastructure, allocation of resources and control of documents and QEE records.
The planning activities required by each employee within the scope of the processes being controlled consist, for example, of clarifying, preparing, developing, providing, directing, supplementing, updating and checking.
Execution of the planning activities is ensured by following the relevant instructions.
Through appropriate measures (e.g. consultation/instruction/training) we ensure that

• freelancers/temporary staff/temporary employees
• field staff/representatives/fitters
• suppliers/service providers
• working groups etc.

work in line with our IM system.

Company management ensures that:

• planning of the IM system is carried out in order to achieve the QEE objectives
• functionality of the IM system is maintained when changes to the IM system are planned and implemented

Company management is responsible for the company’s QEE planning. This planning focuses on defining the processes necessary to effectively and efficiently meet the company’s QEE objectives and requirements consistent with the company’s strategy.

Inputs for effective and efficient planning include the following:

• Strategies
• Defined goals
• Defined requirements and expectations of customers
• Assessment of legal and regulatory requirements
• Assessment of the performance data of processes
• From past experience
• Identified opportunities for improvement
• Accurate data on risk assessment and risk reduction

The results of QEE planning serve as a basis for the required service, implementation and support processes.

This applies with regard to the following:

  • Required skills and expertise
  • Responsibility and authority to implement process improvement plans
  • Required resources, e.g. finances and infrastructure
  • Indicators for assessing the extent to which performance improvements have been achieved
  • Need for improvement including methods and tools
  • Need for documentation including records

 

Company management systematically evaluates the results to ensure the effectiveness and efficiency of the processes.

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