24-Quality Policy / 748
Q
ualit
y P
olic
y
B-POL-01.000
2
Revision 01. Original date:
22
March
2
010. Revision date: 15 February
2
011.
Policy prepared by: Corporate Quality Director. Approved by: COMEX. Validated by: Corporate Quality Director.
1 / 1
BOURBON is committed to Excellence with all interested parties of its activities, namely customers,
employees, shareholders, public authorities, banks, insurances, professional and academic associations, its
business environment and society in general.
To lead and operate its organisation successfully, BOURBON considers necessary to direct and control it in
a systematic and transparent manner. BOURBON believes that success will result from implementing and
maintaining its Quality Management System (QMS) that is designed to continually improve performance
while addressing the needs of all interested parties. Managing BOURBON organisation encompasses quality
management amongst all other management disciplines.
Eight quality management principles have been identified and are used by BOURBON in order to lead the
organisation towards improved performance.
1.
C
u
s
tom
er
f
ocu
s
Organisations depend on their customers and therefore should understand current and future customer
needs, should meet customer requirements and strive to exceed customer expectations.
2. L
e
a
ders
hip
Leaders establish unity of purpose and direction of the organisation. They should create and maintain the
internal environment in which people can become fully involved in achieving the organisation's objectives.
3.
In
volv
e
m
en
t o
f
p
e
opl
e
People at all levels are the essence of an organisation and their full involvement enables their abilities to be
used for the organisation's benefit.
4.
Pr
oc
ess
app
r
oach
A desired result is achieved more efficiently when activities and related resources are managed as a
process.
5.
Sys
t
e
m app
r
oach to ma
n
ag
e
m
en
t
Identifying, understanding and managing interrelated processes as a system contributes to the organisation's
effectiveness and efficiency in achieving its objectives.
6.
C
o
n
ti
n
ual imp
r
ov
e
m
en
t
Continual improvement of the organisation's overall performance should be a permanent objective of the
organisation.
7. Factual app
r
oach to
de
ci
s
io
n
maki
n
g
Effective decisions are based on the analysis of data and information.
8. Mutuall
y bene
f
icial
s
uppli
er
re
latio
ns
hip
s
An organisation and its suppliers are interdependent and a mutually beneficial relationship enhances the
ability of both to create value.
Christian Lefèvre
Chief Executive Officer
Gaël Bodenes
Chief Operating Officer
Laurent Renard
Chief Financial Officer
24