SCOPE AND CONTEXT DOCUMENT¶
Document Reference: HSQEMS02
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 | Dragos Ciordas |
| 2.0 | 17/02/2026 | Sean Ashton | Consolidated Context, SWOT, and PESTLE analyses into single document, updated to staff model and virtual operations terminology | Dragos Ciordas |
1.2 Document Review¶
This document will be reviewed annually or following significant changes to:
- Business strategy or service offerings
- Market conditions or competitive landscape
- Regulatory or legal environment
- Organisational structure or resources
- Significant incidents or external events affecting CRGI Solutions
2. ORGANISATIONAL CONTEXT¶
2.1 About CRGI Solutions¶
CRGI Solutions is a UK-registered virtual engineering consultancy providing:
- CAD design and technical specifications
- Engineering consultancy services
- Site surveys and 3D scanning
- Design review and verification
Industries served: Food, pharmaceutical, chemical, aerospace, and general manufacturing.
2.2 Operating Model¶
| Aspect | Detail |
|---|---|
| Business model | Virtual engineering consultancy |
| Premises | No physical office — registered office in Wrexham, UK |
| Infrastructure | 6 host desktops at CEO premises, accessed via Splashtop Business |
| Management | Two-tier: CEO + Operations, HSQE & Technical Manager |
| Workforce | Staff-based, typically 4-8 engineering team members |
| Founded | 2019 |
| Critical assets | ~£40,000 tracked (hardware, software licences) |
| Key software | SolidWorks, Microsoft 365, YouTrack |
3. INTERNAL AND EXTERNAL ISSUES¶
3.1 Internal Issues¶
| Issue | Description | Impact on IMS |
|---|---|---|
| Virtual operations model | All work performed remotely via Splashtop | Requires robust DSE, ergonomic, and wellbeing management |
| Small management team | Two-person management handles all governance | Requires efficient, proportionate controls |
| Staff workforce | Virtual engineering team, flexible engagement model | Employment terminology must be carefully managed |
| Technical competence | Engineering expertise is core value proposition | Competence management and training critical |
| IT infrastructure | Centralised host computers at CEO premises | Single point of failure risk; backup essential |
| Growth aspirations | Business expanding its client base and services | System must be scalable |
3.2 External Issues¶
| Issue | Description | Impact on IMS |
|---|---|---|
| Client expectations | Increasing requirements for quality and safety evidence | Must maintain comprehensive audit trail |
| Regulatory environment | UK H&S, environmental, and CDM legislation | Legal compliance monitoring essential |
| Technology changes | Evolving CAD/engineering tools and AI capabilities | Training and change management needed |
| Industry standards | Engineering industry codes of practice | Must stay current with best practice |
| Economic conditions | Market demand fluctuations | Resource planning and business continuity |
| Supply chain | Dependence on technology providers and subcontractors | Supplier management and contingency planning |
| Climate and environment | Increasing focus on sustainable engineering | Environmental considerations in all design work |
4. INTERESTED PARTIES ANALYSIS¶
4.1 Interested Parties and Their Requirements¶
| Interested Party | Needs and Expectations | How Addressed |
|---|---|---|
| Clients | Quality engineering outputs on time and budget; IP protection; safe, compliant designs; professional service delivery | Quality management (HPOL02), design process control (HPROC06), customer feedback (HPROC19), information security (via ISMS) |
| Engineering staff | Safe working conditions; clear scope of work; fair compensation; professional development; wellbeing support | H&S management (HPOL04), training (HPOL06), virtual operations (HPOL20), DSE policy (HPOL21) |
| CEO / Shareholders | Business sustainability; legal compliance; reputation protection; return on investment | Management review (HPROC13), risk management (HPOL05), legal compliance (HPROC04) |
| Certification body (UKAS) | Conformity with ISO 9001, 14001, 45001; evidence of continual improvement; effective management system | Internal audit (HPROC12), management review (HPROC13), corrective action (HPROC14), documented system |
| UK regulators (HSE, EA) | Compliance with H&S and environmental legislation; incident reporting; duty of care | Legal compliance register (HREG04), incident management (HPROC15), emergency response (HPROC16) |
| Suppliers and subcontractors | Clear specifications; timely payment; fair treatment; reasonable requirements | Supplier assessment (HPROC08), ethical purchasing (HPOL14), approved supplier list (HREG10) |
| Local community | Minimal environmental impact; responsible business conduct | Environmental policy (HPOL03), waste management (HPROC17) |
| Insurance providers | Effective risk management; incident prevention; compliance evidence | Risk management framework, audit records, training records |
4.2 Compliance Obligations¶
| Obligation Type | Examples | Register |
|---|---|---|
| Legal | Health and Safety at Work Act 1974, CDM Regulations 2015, Environmental Protection Act 1990, Modern Slavery Act 2015 | HREG04 |
| Regulatory | HSE guidance, EA requirements | HREG04 |
| Contractual | Client-specific requirements, NDA obligations | Project files |
| Standards | ISO 9001:2015, ISO 14001:2015, ISO 45001:2018 | This manual |
| Industry | Engineering codes of practice, professional body requirements | HREG04 |
5. SWOT ANALYSIS¶
Updated: 17/02/2026
5.1 Strengths¶
- Specialist engineering expertise across multiple industries
- Agile virtual operations model with low overhead
- Established ISO-certified management system
- Strong client relationships and reputation for quality
- Experienced management team with broad industry knowledge
- Flexible staff model allows rapid scaling
- Secure centralised IT infrastructure
5.2 Weaknesses¶
- Small management team limits capacity for simultaneous governance activities
- Staff model requires ongoing engagement and retention effort
- Dependence on key personnel (CEO and Operations Manager)
- Limited physical presence for client-facing activities
- Single location for host infrastructure creates concentration risk
5.3 Opportunities¶
- Growing demand for engineering consultancy services
- Expansion into new industry sectors and geographies
- Adoption of emerging technologies (AI-assisted design, BIM)
- Development of long-term framework agreements with key clients
- Enhancement of virtual operations capabilities
- Cross-selling of additional engineering services to existing clients
5.4 Threats¶
- Economic downturn reducing client capital expenditure
- Increasing competition from larger consultancies and offshore providers
- Regulatory changes increasing compliance burden
- Technology disruption affecting traditional engineering design
- Staff availability in competitive labour market
- Cyber security threats to intellectual property
- Client insolvency or contract cancellation
6. PESTLE ANALYSIS¶
Updated: 17/02/2026
| Factor | Issue | Impact | Action |
|---|---|---|---|
| Political | UK government infrastructure investment plans | Positive — increased demand for engineering services | Monitor policy announcements, position for opportunities |
| Political | Post-Brexit regulatory alignment | Neutral — UK standards apply, monitor changes | Maintain legal compliance register (HREG04) |
| Economic | Interest rate and inflation environment | Negative — affects client investment decisions | Diversify client base across industries |
| Economic | Engineering skills shortage | Mixed — increases value of skilled staff but also their cost | Maintain competitive engagement terms |
| Social | Increasing remote/virtual working acceptance | Positive — validates CRGI operating model | Continue to develop virtual operations capability |
| Social | Growing focus on workplace wellbeing | Neutral — requires ongoing attention | DSE assessments, fatigue management, wellbeing support |
| Technological | AI and automation in engineering design | Mixed — opportunity and threat | Monitor developments, invest in training |
| Technological | Cloud computing and collaboration tools | Positive — enhances virtual operations | Evaluate and adopt beneficial technologies |
| Legal | CDM Regulations 2015 | Ongoing — designer duties apply | Maintain competence, include in design process |
| Legal | Building Safety Act 2022 | Growing — increased design accountability | Monitor requirements, update procedures |
| Legal | Employment Rights Act 2025 (April 2026) | Significant — day-one employment rights, Fair Work Agency, enhanced harassment protections | Update HPOL07, HPOL08; review engagement arrangements (see HPOL08 for detail) |
| Environmental | Net zero commitments and sustainability | Growing — clients expect sustainable design | Embed sustainability in design process |
| Environmental | Waste and energy management | Ongoing — environmental compliance required | Monitor environmental aspects (HREG02) |
7. SCOPE DETERMINATION¶
7.1 Management System Scope¶
Based on the analysis of context, interested parties, and internal/external issues, the scope of the CRGI Solutions integrated management system is:
The provision of engineering design, CAD services, technical specifications, and engineering consultancy, delivered through a virtual operations model.
7.2 Scope Boundaries¶
Included:
- All engineering design and consultancy activities performed by CRGI Solutions staff
- Virtual operations infrastructure and access management
- Client site visits, surveys, and 3D scanning services
- Supplier and subcontractor management for engineering services
- Health, safety, and environmental management of all CRGI-controlled activities
- Quality management of all engineering outputs
Excluded:
- Client-managed systems, platforms, and workplaces (beyond advisory role)
- Activities within client-controlled environments (client's H&S responsibility applies)
- Personal activities outside contracted work
- Information security management (covered by ISMS — isms.crgi.uk)
- Data protection management (covered by ISMS)
7.3 Justification for Exclusions¶
No clauses of ISO 9001:2015, ISO 14001:2015, or ISO 45001:2018 are excluded. All clauses are applicable to CRGI Solutions' operations.
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 document supports CRGI Solutions' integrated management system certified to ISO 9001:2015, ISO 14001:2015, and ISO 45001:2018, establishing the organisational context and scope for the management system.
END OF DOCUMENT