24/ Quality Policy / 992
Q
ualit
y P
olic
y
B-POL-01.0002
Version 03. Original date: 22 March 2010. Version date: 12 June 2015. Valid version only on QMS site.
Policy prepared by: Quality Director of BOURBON. Approved by: COMEX. Validated by: Quality Director of BOURBON.
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 Organization 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 Organization 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
Organization towards improved performance.
1.
C
u
s
tom
er
f
ocu
s
Organizations 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 Organization. They
should
create and maintain the
internal environment in which people can become fully involved in achieving the Organization's objectives.
3.
In
volv
e
m
en
t o
f
p
e
opl
e
People at all levels are the essence of an Organization and their full involvement enables their abilities to be
used for the Organization'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
Organization'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 Organization's overall performance
should
be a permanent objective of the
Organization.
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 benef
icial
s
uppli
er
re
latio
ns
hip
s
An Organization and its suppliers are interdependent and a mutually beneficial relationship enhances the
ability of both to create value.
C
h
r
i
s
tia
n
L
ef
èv
re
Chief Executive Officer
Gaël Bo
d
é
n
è
s
Chief Operating Officer
N
icola
s
Malg
r
ai
n
Chief Financial Officer
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