INTEGRATED MANAGEMENT SYSTEM MANUAL¶

Document Reference: HSQEMS01 Version: 2.0 Classification: CRGI Information Approved By: Dragos Ciordas, Chief Executive Officer Approval Date: 17/02/2026 Next Review Date: 17/02/2027 Document Owner: Sean Ashton, Operations, HSQE & Technical Manager

1. DOCUMENT CONTROL¶

1.1 Version History¶

Version	Date	Author	Changes	Approved By
1.0	01/04/2025	Sean Ashton	Initial Issue (MAN_01)	Dragos Ciordas
2.0	17/02/2026	Sean Ashton	Transformed to staff model, two-tier approval structure, aligned terminology with virtual operations, consolidated into HSQEMS format, strengthened as core system document	Dragos Ciordas

1.2 Document Review¶

This manual will be reviewed annually or following significant changes to:

ISO 9001, ISO 14001, or ISO 45001 standard requirements
CRGI Solutions' business operations, services, or organisational structure
Regulatory or legal requirements affecting the management system
Significant audit findings or customer complaints
Strategic direction or business objectives

1.3 Document Distribution¶

This manual is distributed to:

All CRGI Solutions staff
New staff during HSQE induction
Certification body auditors
Clients upon request

2. INTRODUCTION¶

2.1 About CRGI Solutions¶

CRGI Solutions is a virtual engineering consultancy founded in 2019, providing CAD design, technical specifications, and engineering consultancy services across the food, pharmaceutical, chemical, aerospace, and manufacturing industries.

Key organisational characteristics:

Virtual operations model with no physical office premises
Two-person management structure (CEO and Operations, HSQE & Technical Manager)
Staff workforce of typically 4-8 engineering team members
Registered office in Wrexham, UK
Host computer infrastructure located at CEO premises
Primary access via Splashtop Business remote desktop technology

2.2 Purpose of This Manual¶

This manual is the top-level document of the CRGI Solutions integrated management system. It describes how the requirements of the following standards are met through a single, coherent system tailored to a virtual engineering consultancy:

ISO 9001:2015 — Quality Management Systems
ISO 14001:2015 — Environmental Management Systems
ISO 45001:2018 — Occupational Health and Safety Management Systems

All policies, procedures, registers, and forms derive their authority from this manual. Where a topic is addressed in a policy, the policy sets out the commitment; where it is addressed in a procedure, the procedure describes the operational method. This manual provides the overarching framework that connects them.

2.3 How the System Is Structured¶

Level	Type	Reference Range	Purpose	Count
1	Manuals	HSQEMS01–03	System framework, context, roles	3
2	Policies	HPOL01–23	Organisational commitments and key requirements	23
3	Procedures	HPROC01–20	Operational implementation methods	20
4	Forms	HFORM01–19	Standardised data capture templates	19
5	Registers	HREG01–16	Active tracking, audit evidence, and records	16
6	Resources	—	Toolbox talks, training materials, RAMS	—

The manuals are the core — they define what we do and why. The policies state what we are committed to. The procedures explain how we do it. The forms capture the evidence. The registers track it over time.

Document control is managed through HPROC10 (Document Control Procedure). All documentation is hosted on the CRGI Solutions HSQEMS site (hsqems.crgi.uk) with access controlled through Cloudflare Access.

NOTE ON TERMINOLOGY

Throughout CRGI Solutions documentation, "staff" refers to all individuals working for or on behalf of CRGI Solutions, including the management team and engineering team members, regardless of contractual arrangement.

3. SCOPE OF THE MANAGEMENT SYSTEM¶

3.1 Scope Statement¶

The scope of the CRGI Solutions integrated management system covers:

The provision of engineering design, CAD services, technical specifications, and engineering consultancy, delivered through a virtual operations model.

3.2 Applicability¶

The management system applies to:

All engineering design and consultancy activities
Virtual operations via Splashtop remote desktop to host computers
Client site visits, surveys, and 3D scanning services
Supplier and subcontractor management
All staff engaged by CRGI Solutions
Host infrastructure at CEO premises

3.3 Exclusions¶

No clauses of ISO 9001:2015, ISO 14001:2015, or ISO 45001:2018 are excluded from the scope of this management system.

See HSQEMS02 for detailed scope and context analysis including interested parties, SWOT, and PESTLE.

4. CONTEXT OF THE ORGANISATION¶

4.1 Understanding the Organisation and Its Context¶

CRGI Solutions monitors and reviews internal and external issues relevant to its strategic direction and ability to achieve the intended outcomes of the integrated management system. These are documented in full in HSQEMS02.

Internal issues include:

Virtual operations model and technology infrastructure
Two-person management capacity and staff workforce
Engineering competence and technical capability
Financial resources and business sustainability
Organisational culture and staff engagement

External issues include:

Engineering industry standards and best practice
Client expectations and contractual requirements
UK and international regulatory environment (including changes from the Employment Rights Act 2025 effective April 2026)
Technology changes affecting engineering design
Supply chain capability and reliability
Economic conditions affecting the engineering sector

4.2 Understanding the Needs and Expectations of Interested Parties¶

CRGI Solutions identifies and monitors interested parties and their requirements relevant to the management system:

Interested Party	Key Requirements	How Addressed
Clients	Quality outputs, on-time delivery, safe design, IP protection	HPOL02, HPROC06, HPROC19
Staff	Safe conditions, clear expectations, fair treatment, development	HPOL04, HPOL06, HPOL08, HPOL20
Certification Body	Conformity with ISO 9001, 14001, 45001; continual improvement	HPROC12, HPROC13, HPROC14
Regulators (HSE, EA)	Legal compliance, incident reporting, duty of care	HREG04, HPROC04, HPROC15
Suppliers	Clear specifications, fair treatment, timely payment	HPROC08, HPOL14, HREG10
CEO / Management	Business sustainability, reputation, legal compliance	HPROC13, HPOL05, HREG01
Insurance providers	Risk management evidence, incident prevention	Risk registers, audit records

See HSQEMS02 for the full interested parties analysis including compliance obligations.

4.3 Determining the Scope of the Management System¶

The scope is determined considering internal and external issues (4.1), the requirements of interested parties (4.2), and the products and services provided. See HSQEMS02 Section 7 for scope boundaries and justification.

5. LEADERSHIP¶

5.1 Leadership and Commitment¶

The CEO demonstrates leadership and commitment to the integrated management system by:

Ensuring the HSQE policy and objectives are established and compatible with strategic direction
Ensuring integration of management system requirements into business processes
Ensuring adequate resources are available
Communicating the importance of effective management and conformity
Directing and supporting persons to contribute to effectiveness
Promoting continual improvement
Supporting other relevant management roles to demonstrate leadership

Customer focus (ISO 9001 5.1.2): The CEO ensures customer requirements are determined, met, and that risks and opportunities affecting product and service conformity are addressed. Customer satisfaction is reviewed at management reviews.

5.2 Policy¶

CRGI Solutions maintains a suite of 22 policies organised as follows:

Master Policies (integrated commitments):

Ref	Policy	ISO Clauses
HPOL01	HSQE Policy	9001 5.2, 14001 5.2, 45001 5.2
HPOL02	Quality Policy	9001 5.2
HPOL03	Environmental Policy	14001 5.2
HPOL04	Health & Safety Policy	45001 5.2

Risk and Compliance:

Ref	Policy	Primary Standard
HPOL05	Risk Assessment Policy	9001/14001/45001 6.1
HPOL09	Anti-Bribery & Corruption Policy	Bribery Act 2010
HPOL13	Modern Slavery Statement	Modern Slavery Act 2015
HPOL14	Ethical Purchasing Policy	Governance

Health and Safety:

Ref	Policy	Primary Standard
HPOL06	Training Policy	9001/14001/45001 7.2
HPOL07	Code of Conduct	Governance
HPOL10	Drug & Alcohol Policy	45001 8.1
HPOL11	Fatigue Management Policy	45001 8.1
HPOL12	Behavioural Safety Policy	45001 5.4
HPOL15	PPE Policy	45001 8.1.2
HPOL16	Welfare Facilities Policy	45001 7.1
HPOL17	First Aid Policy	45001 8.2
HPOL18	Emergency Response Policy	45001/14001 8.2
HPOL19	Manual Handling Policy	45001 8.1.2

Operational:

Ref	Policy	Primary Standard
HPOL08	Equal Opportunities Policy	Equality Act 2010
HPOL20	Virtual Operations Policy	45001 8.1
HPOL21	DSE Policy	45001 8.1
HPOL22	CDM Designer Duties Policy	CDM 2015
HPOL23	Whistleblowing & Raising Concerns	Employment Rights Act 2025

All policies are appropriate to the purpose and context of CRGI Solutions, provide a framework for setting objectives, include commitments to satisfy applicable requirements and continual improvement, and are communicated to all staff and made available to interested parties on request.

5.3 Organisational Roles, Responsibilities, and Authorities¶

CRGI Solutions operates a two-tier management structure:

Role	Responsibilities
CEO (Dragos Ciordas)	Strategic direction, policy approval, high-risk decisions, resource allocation, management review chair
Operations, HSQE & Technical Manager (Sean Ashton)	Day-to-day implementation, operational decisions, compliance monitoring, training delivery, audit coordination, documentation management
All Staff	Comply with policies and procedures, report hazards and incidents, participate in training and audits, stop work if unsafe

See HSQEMS03 for the detailed roles and responsibilities matrix, decision authority matrix, and ISO clause responsibility mapping. See APP01 for the organisation chart.

5.4 Consultation and Participation of Workers (ISO 45001)¶

CRGI Solutions ensures staff consultation and participation through the following mechanisms:

Mechanism	Frequency	Purpose	Record
Toolbox talks	Monthly or as needed	Safety awareness, consultation on H&S matters	HFORM16
Hazard reporting	Ongoing	Staff-initiated hazard identification	HFORM02
Incident reporting	As needed	Reporting and learning from incidents/near misses	HFORM03
Risk assessment involvement	Per project/change	Staff participation in assessing risks that affect them	HFORM01
Project reviews	Per project	Feedback on HSQE matters during design work	Project records
DSE self-assessment	Annual + on change	Staff assessment of their own working environment	HFORM11
Management reviews	Annual	Staff input on system effectiveness	MR minutes

Staff are provided with access to all relevant HSQE information and documentation through the HSQEMS site. Non-managerial staff are consulted on matters that affect their health, safety, and wellbeing, and their input is considered when making decisions.

6. PLANNING¶

6.1 Actions to Address Risks and Opportunities¶

CRGI Solutions applies risk-based thinking across the integrated management system. Risks and opportunities are identified, assessed, and managed at three levels:

Strategic risks and opportunities are identified through the context analysis (HSQEMS02 — SWOT and PESTLE), reviewed at management review, and recorded in HREG01.

Operational risks are managed through:

Risk Type	Identification Method	Assessment Tool	Register	Key Procedure
Quality risks	Design review, customer feedback, nonconformity analysis	5×5 risk matrix	HREG01	HPROC06, HPROC14
Environmental aspects	Aspect identification, life cycle consideration	Significance assessment	HREG02	HPROC03, HPROC17
H&S hazards	Hazard identification, workplace assessment, incident analysis	5×5 risk matrix	HREG03	HPROC01, HPROC02
Legal compliance	Legislation monitoring, compliance evaluation	Compliance register	HREG04	HPROC04

Project-level risks are assessed before commencing work on each project or site visit, documented using HFORM01, and recorded in the relevant register.

The risk assessment framework uses a 5×5 matrix evaluating likelihood and severity. Risk acceptance authority follows the decision matrix in HSQEMS03: Low and Medium risks are accepted by the Operations Manager; High and Critical risks require CEO acceptance. Controls follow the hierarchy of controls: elimination, substitution, engineering controls, administrative controls, PPE.

Environmental life cycle perspective (ISO 14001 6.1.2): When identifying environmental aspects of our engineering services, CRGI Solutions considers the life cycle stages that it can control or influence, including the environmental impact of designs during construction, operation, maintenance, and decommissioning.

See HPOL05 (Risk Assessment Policy) and HPROC01 (Risk Assessment Procedure) for the detailed risk management framework.

6.2 Objectives and Planning to Achieve Them¶

CRGI Solutions establishes measurable HSQE objectives that are consistent with policy, measurable where practicable, monitored, communicated, and updated as appropriate. Objectives are set annually, approved by the CEO, and reviewed at management reviews.

Objectives are documented in HREG05 (Objectives and KPI Register) and cover quality (customer satisfaction, delivery performance, nonconformity rates), environmental (energy, waste, sustainable design), and H&S (incident rates, training completion, risk assessment currency) dimensions.

See HPROC05 (Objectives and KPI Management) for the objectives framework.

7. SUPPORT¶

7.1 Resources¶

CRGI Solutions determines and provides the resources needed for the establishment, implementation, maintenance, and continual improvement of the management system:

Resource	Detail	Managed Through
Personnel	Staff with appropriate engineering and HSQE competence	HSQEMS03, HREG06
Infrastructure	6 host computers, Splashtop Business, SolidWorks, Microsoft 365, YouTrack	HREG11, HREG13
Financial	Budget for training, PPE, equipment, calibration, and external services	CEO approval per HSQEMS03
Monitoring equipment	Calibrated instruments for site surveys (laser measures, etc.)	HPROC11, HREG12
Working environment	Virtual: staff home workstations assessed via DSE; Physical: CEO premises maintained	HPOL20, HPOL21, HFORM11

7.2 Competence¶

CRGI Solutions ensures that staff are competent on the basis of education, training, and experience. Competence is managed through:

Induction training for all new staff (HFORM18 — Induction Checklist)
Role-specific technical and HSQE training
Ongoing competence assessment
CPD and professional development
Training records maintained in HREG06 (Training and Competency Matrix)

Where competence gaps are identified, actions are taken (training, mentoring, supervised work) and their effectiveness evaluated.

See HPOL06 (Training Policy) and HPROC09 (Training Delivery) for competence requirements.

7.3 Awareness¶

Staff are made aware of:

The HSQE policy and relevant objectives
Their contribution to the effectiveness of the management system, including the benefits of improved performance
The implications of not conforming with management system requirements
Relevant hazards, risks, and environmental aspects related to their work
Emergency procedures relevant to their work location and activities

Awareness is maintained through the induction programme, toolbox talks, project briefings, and access to the HSQEMS documentation site.

7.4 Communication¶

CRGI Solutions determines the internal and external communications relevant to the management system:

What	When	Who	How	Records
HSQE policy and objectives	On issue and annually	All staff	HSQEMS site, induction	Induction record
Hazard and incident reports	As they arise	Reporter → Ops Manager	HFORM02, HFORM03	HREG03, HREG09
Toolbox talks	Monthly or as needed	Ops Manager → All staff	Virtual briefing	HFORM16, HREG06
Management review outcomes	After each review	CEO / Ops Manager → All staff	Briefing / email	MR minutes
Audit findings	After each audit	Ops Manager → Relevant staff	Audit report	HREG07, HREG08
Customer complaints / feedback	As they arise	Ops Manager → CEO / relevant staff	Email / project review	HREG15
Regulatory changes	As identified	Ops Manager → Affected staff	Briefing / toolbox talk	HREG04
Emergency information	On induction and as updated	Ops Manager → All staff	HSQEMS site, briefing	HFORM13
External — certification body	As scheduled	Ops Manager	Formal correspondence	Audit files
External — regulators (HSE, EA)	As required (e.g. RIDDOR)	Ops Manager / CEO	Statutory notification	HREG09
External — clients	Per project / on request	Ops Manager / project lead	Reports, correspondence	Project files

7.5 Documented Information¶

The management system documentation hierarchy is described in Section 2.3. Document control ensures that:

Documents are reviewed and approved before issue
Documents are identified with a reference, version, and date
Current versions are available at the point of use (HSQEMS site)
Changes are controlled, with version history maintained
Obsolete documents are removed from circulation or clearly marked
External documents (legislation, standards, client specs) are identified and controlled

Records are retained as evidence of conformity and are legible, identifiable, retrievable, and protected from loss or damage. Retention periods are defined in HPROC10.

See HPROC10 (Document Control Procedure) for detailed requirements.

8. OPERATION¶

8.1 Operational Planning and Control¶

CRGI Solutions plans, implements, and controls the processes needed to meet requirements for the provision of engineering services. Operational controls are proportionate to the risk and complexity of each activity.

Process controls for engineering services:

Process	Key Controls	Procedures	Records
Customer requirement capture	Requirement review, feasibility assessment, scope agreement	HPROC06	Project brief, scope document
Design and development	Design planning, input review, verification, validation, change control	HPROC06	Design files, review records
Site visits and surveys	Risk assessment, RAMS, PPE, lone working assessment	HPROC01, HPROC20	HFORM01, RAMS files
Supplier management	Assessment, approval, performance monitoring	HPROC08	HREG10, HFORM06
Calibration	Scheduled calibration, status identification, records	HPROC11	HREG12
Document control	Version control, approval, distribution, retention	HPROC10	HSQEMS site

Management of change (ISO 45001 8.1.2): Changes that could affect the management system — including changes to work processes, organisational structure, staffing, technology, legislation, or client requirements — are assessed for their impact on risks and opportunities before implementation. Planned changes are communicated to affected staff and relevant controls updated. Unintended changes are reviewed and action taken to mitigate adverse consequences.

Procurement controls (ISO 45001 8.1.4): Procurement of products and services that affect HSQE performance is controlled through the supplier assessment process (HPROC08). Requirements are communicated to suppliers and subcontractors, and their HSQE performance is monitored. See HPOL14 (Ethical Purchasing Policy) for supply chain ethics requirements.

8.2 Design and Development (ISO 9001)¶

Engineering design is CRGI Solutions' core business process. Design and development is controlled through:

Design planning: Scope, deliverables, timelines, resources, review stages, and applicable standards are determined at project initiation.
Design inputs: Customer requirements, applicable codes and standards, lessons learned from previous projects, CDM 2015 considerations, and environmental factors are captured and reviewed.
Design controls: Design reviews, verification (checking outputs against inputs), and validation (confirming the design meets intended use) are conducted at planned stages.
Design outputs: Drawings, specifications, calculations, and reports are checked, approved, and issued in a controlled manner. Significant residual risks are communicated in design outputs per CDM 2015 requirements (HPOL22).
Design changes: Changes are identified, reviewed for impact, approved, and implemented under controlled conditions. The impact on previously verified or validated activities is assessed.

See HPROC06 (Design Process Control) for the detailed design procedure.

8.3 Control of Externally Provided Processes, Products, and Services¶

CRGI Solutions evaluates and controls external suppliers and subcontractors through:

Pre-qualification assessment using HFORM06 (Supplier Assessment Form)
Ongoing performance monitoring against defined criteria
Clear communication of requirements including HSQE expectations
Approved supplier list maintenance (HREG10)
Periodic reassessment of approved suppliers

The type and extent of control applied is based on the potential impact of the externally provided process, product, or service on CRGI Solutions' ability to consistently deliver conforming outputs.

See HPROC08 (Supplier Assessment) and HREG10 (Approved Supplier List).

8.4 Emergency Preparedness and Response (ISO 14001 / ISO 45001)¶

CRGI Solutions identifies potential emergency situations and plans responses:

Scenario	Response	Procedure	Equipment
Fire at CEO premises	Evacuation, call emergency services	HPROC16	Fire extinguishers, smoke alarms (HREG14)
Medical emergency (site visit)	First aid, call emergency services	HPROC16	Personal first aid kit
IT infrastructure failure	Switch to backup systems, notify affected staff/clients	HPROC16	Backup infrastructure
Environmental incident (spill/release)	Contain, report, clean up	HPROC16	Spill kit if applicable
Security incident (data breach)	Follow ISMS incident response	ISMS procedures	N/A
Client site emergency	Follow client emergency procedures	Client-specific	Client-provided

Emergency procedures are communicated to all staff during induction and reviewed at least annually. Emergency equipment at CEO premises is inspected per the schedule in HREG14. Lessons learned from any emergency event or exercise are used to update procedures and preparedness.

See HPOL18 (Emergency Response Policy) and HPROC16 (Emergency Response Procedure).

9. PERFORMANCE EVALUATION¶

9.1 Monitoring, Measurement, Analysis, and Evaluation¶

CRGI Solutions determines what needs to be monitored and measured, the methods to be used, when monitoring and measurement shall be performed, and when results shall be analysed and evaluated:

Area	What We Monitor	How	Frequency	Register
Quality	Customer satisfaction, design accuracy, on-time delivery, nonconformity rate	Customer feedback, project reviews, NCR analysis	Per project + annual	HREG05, HREG15
Environment	Energy consumption, waste generation, sustainable design adoption	Utility records, waste records, project review	Quarterly + annual	HREG02, HREG05
H&S	Incident rates, near miss reporting, hazard identification rate, training completion, RA currency	Incident log analysis, training matrix review, RA review	Monthly + annual	HREG05, HREG09
Compliance	Legal compliance status, corrective action closure rate, audit finding closure	Compliance evaluation, CAR tracking	Biannual + annual	HREG04, HREG08

Results are analysed for trends and used as inputs to management review.

Compliance evaluation (ISO 14001 9.1.2 / ISO 45001 9.1.2): CRGI Solutions evaluates compliance with legal and other requirements at planned intervals. The legal compliance register (HREG04) is maintained by the Operations Manager and reviewed at least biannually. Non-compliance is managed through the corrective action process (HPROC14).

See HPROC05 (Objectives and KPI Management) and HREG05 (Objectives and KPI Register).

9.2 Internal Audit¶

CRGI Solutions conducts internal audits at planned intervals to verify that the management system conforms to planned arrangements and standard requirements, and is effectively implemented and maintained.

The annual audit programme is planned to cover all elements of the management system across the three standards, with audit frequency and scope based on the importance of the process, risks, and results of previous audits. Audits are conducted by competent persons who are objective and impartial.

Internal audits are planned, conducted, and reported in accordance with HPROC12. Findings are recorded in HREG07 and nonconformities managed through HREG08. Audit results are reported to the CEO and used as inputs to management review.

See HPROC12 (Internal Audit Procedure), HREG07 (Internal Audit Log), and the Audit Programme at hsqems.crgi.uk.

9.3 Management Review¶

Top management reviews the management system at planned intervals (at least annually) to ensure its continuing suitability, adequacy, and effectiveness. Management reviews consider:

Status of actions from previous reviews
Changes in internal and external issues
Performance and effectiveness information (quality, environmental, H&S, compliance)
Adequacy of resources
Effectiveness of actions to address risks and opportunities
Opportunities for improvement
Results of internal and external audits
Customer feedback and satisfaction trends
Incident and nonconformity trends
Supplier performance
Compliance evaluation results
Progress against HSQE objectives

Review outputs include decisions and actions related to improvement opportunities, resource needs, and changes to the management system. Minutes are recorded and actions tracked.

See HPROC13 (Management Review Procedure).

10. IMPROVEMENT¶

10.1 General¶

CRGI Solutions determines and selects opportunities for improvement and implements necessary actions to meet requirements and enhance satisfaction. Sources of improvement include audit findings, incident investigations, customer feedback, management review outputs, performance data analysis, staff suggestions, and regulatory changes.

10.2 Incident, Nonconformity, and Corrective Action¶

When an incident or nonconformity occurs, CRGI Solutions:

Reacts to control and correct it, and deals with the consequences
Evaluates the need for action to eliminate root causes so it does not recur or occur elsewhere
Implements corrective action as appropriate, proportionate to the effects of the nonconformity
Reviews the effectiveness of corrective action taken
Makes changes to the management system if necessary

Root cause analysis methods are applied proportionately — ranging from simple "5 Whys" for minor issues to structured investigation for significant incidents. Corrective actions are tracked to closure in HREG08.

See HPROC14 (Corrective Action) and HPROC15 (Incident Investigation). See HREG08 (Corrective Action Log) and HREG09 (Incident Log).

10.3 Continual Improvement¶

CRGI Solutions continually improves the suitability, adequacy, and effectiveness of the management system through:

Analysis of audit findings and trends
Management review outputs and decisions
Customer feedback analysis
Performance monitoring results against objectives
Corrective action effectiveness review
Benchmarking against industry best practice
Staff suggestions and participation
Regulatory and standards updates

Improvement initiatives are recorded and tracked through the continual improvement register on the HSQEMS site.

11. NON-COMPLIANCE AND DISCIPLINARY FRAMEWORK¶

All staff are required to comply with CRGI Solutions' policies, procedures, and safe working practices. Non-compliance is managed proportionately based on severity:

Severity	Examples	Response
Minor	Administrative omission, late completion of training, minor documentation error	Verbal discussion, guidance, reminder of requirements
Moderate	Repeated minor non-compliance, failure to complete risk assessment, PPE non-use	Written notice, mandatory retraining, increased supervision
Serious	Wilful disregard of safety procedures, failure to report a significant incident, breach of confidentiality	Formal investigation, access suspension pending outcome, written warning
Critical	Working under influence of drugs/alcohol, deliberate falsification of records, gross negligence endangering others	Immediate suspension, formal investigation, termination of engagement, referral to authorities where appropriate

A just culture approach is applied: honest reporting of mistakes and near misses is encouraged and will not attract punitive action. Reckless or wilful disregard for safety, quality, or legal requirements is not tolerated.

Organisational non-compliance with management system requirements, legal obligations, or standard requirements may result in regulatory enforcement, loss of certification, client contract termination, legal liability, or reputational damage. The management review process monitors organisational compliance status.

12. ISO CLAUSE CROSS-REFERENCE¶

The following table maps each ISO clause to the CRGI Solutions documents that address it:

ISO Clause	Requirement	Manual	Policy	Procedure	Register
4.1	Context of the organisation	HSQEMS01 §4.1, HSQEMS02	—	—	—
4.2	Interested parties	HSQEMS01 §4.2, HSQEMS02	—	—	—
4.3	Scope	HSQEMS01 §3, HSQEMS02	—	—	—
4.4	Management system	HSQEMS01 §2.3	—	HPROC10	—
5.1	Leadership	HSQEMS01 §5.1, HSQEMS03	HPOL01	—	—
5.2	Policy	HSQEMS01 §5.2	HPOL01–04	—	—
5.3	Roles & responsibilities	HSQEMS01 §5.3, HSQEMS03	—	—	—
5.4	Worker participation (45001)	HSQEMS01 §5.4	HPOL12	—	—
6.1	Risks and opportunities	HSQEMS01 §6.1	HPOL05	HPROC01–03	HREG01–03
6.1.2	Hazard identification (45001)	HSQEMS01 §6.1	HPOL04, HPOL05	HPROC01, HPROC02	HREG03
6.1.2	Environmental aspects (14001)	HSQEMS01 §6.1	HPOL03	HPROC03	HREG02
6.1.3	Compliance obligations	HSQEMS01 §6.1	HPOL01	HPROC04	HREG04
6.2	Objectives	HSQEMS01 §6.2	HPOL01	HPROC05	HREG05
7.1	Resources	HSQEMS01 §7.1	HPOL16	—	HREG11, HREG13
7.2	Competence	HSQEMS01 §7.2	HPOL06	HPROC09	HREG06
7.3	Awareness	HSQEMS01 §7.3	HPOL06	HPROC09	HREG06
7.4	Communication	HSQEMS01 §7.4	—	—	—
7.5	Documented information	HSQEMS01 §7.5	—	HPROC10	—
8.1	Operational planning	HSQEMS01 §8.1	HPOL04, HPOL20	HPROC06	—
8.1.2	Eliminating hazards (45001)	HSQEMS01 §8.1	HPOL04, HPOL15, HPOL22	HPROC01, HPROC06	HREG03
8.2	Emergency preparedness	HSQEMS01 §8.4	HPOL18	HPROC16	HREG14
8.3	Design and development (9001)	HSQEMS01 §8.2	HPOL02, HPOL22	HPROC06	—
8.4	External providers (9001)	HSQEMS01 §8.3	HPOL14	HPROC08	HREG10
9.1	Monitoring and measurement	HSQEMS01 §9.1	—	HPROC05, HPROC11	HREG05, HREG12
9.1.2	Compliance evaluation	HSQEMS01 §9.1	—	HPROC04	HREG04
9.2	Internal audit	HSQEMS01 §9.2	—	HPROC12	HREG07
9.3	Management review	HSQEMS01 §9.3	—	HPROC13	MR minutes
10.1	Improvement	HSQEMS01 §10.1	—	—	—
10.2	Nonconformity & corrective action	HSQEMS01 §10.2	—	HPROC14, HPROC15	HREG08, HREG09
10.3	Continual improvement	HSQEMS01 §10.3	—	HPROC13	—

13. PROCESS INTERACTION MAP¶

The following shows how the key processes of the management system interact:

graph TB
    subgraph Leadership
        A[Management Review<br>HPROC13] --> B[Policy & Objectives<br>HPOL01-22]
        B --> C[Resource Allocation]
    end

    subgraph Planning
        D[Risk Assessment<br>HPROC01] --> E[Objectives & KPIs<br>HPROC05]
        F[Legal Compliance<br>HPROC04] --> E
    end

    subgraph Operations
        G[Customer Requirements] --> H[Design Process<br>HPROC06]
        H --> I[Supplier Management<br>HPROC08]
        H --> J[RAMS Production<br>HPROC20]
        H --> K[Engineering Outputs]
    end

    subgraph Support
        L[Training<br>HPROC09] --> H
        M[Document Control<br>HPROC10] --> H
        N[Calibration<br>HPROC11] --> H
    end

    subgraph Performance
        O[Internal Audit<br>HPROC12] --> A
        P[Customer Feedback<br>HPROC19] --> A
        Q[Incident Investigation<br>HPROC15] --> R[Corrective Action<br>HPROC14]
        R --> A
    end

    B --> D
    C --> L
    K --> P
    E --> O

DOCUMENT APPROVAL¶

Role	Name	Signature	Date
Document Owner	Sean Ashton, Operations, HSQE & Technical Manager	S.Ashton	17/02/2026
Approved By	Dragos Ciordas, Chief Executive Officer	D.Ciordas	17/02/2026

Document Classification: CRGI Information Distribution: All Staff, Auditors Storage Location: CRGI Solutions Document Management System Review Frequency: Annual

This manual is the top-level document of CRGI Solutions' integrated management system certified to ISO 9001:2015, ISO 14001:2015, and ISO 45001:2018. All policies, procedures, and records derive their authority from this manual.

END OF DOCUMENT