Quality Policy

Fairfood International
Quality Policy
Printed version is not valid!
Fairfood International
Damrak 83A
1012 LN Amsterdam
The Netherlands
www.fairfood.org
info@fairfood.org
External document Version 4.0
Table of Contents
INTRODUCTION..................................................................................................................... 3
AIM ............................................................................................................................................................. 3
QUALITY ...................................................................................................................................................... 3
QUALITY STANDARDS ................................................................................................................................... 3
SCOPE ........................................................................................................................................................ 4
ORGANISATION PROFILE .................................................................................................... 5
OUTCOME OF FAIRFOOD INTERNATIONAL ...................................................................................................... 6

INTERNAL PROCESSES.................................................................................................................................. 6
INTERNAL ORGANISATION ............................................................................................................................. 7
CUSTOMERS OF FAIRFOOD ........................................................................................................................... 8
DOCUMENTATION REQUIREMENTS ..................................................................................10
CONTROL OF DOCUMENTS .......................................................................................................................... 10

CONTROL OF RECORDS .............................................................................................................................. 10
MANAGEMENT RESPONSIBILITY.......................................................................................10
MANAGEMENT COMMITMENT ....................................................................................................................... 10
RESPONSIBILITY, AUTHORITY AND COMMUNICATION ..................................................12
RESPONSIBILITY AND AUTHORITY ................................................................................................................ 12
MANAGEMENT REVIEW ......................................................................................................13
GENERAL................................................................................................................................................... 13
REVIEW INPUT ........................................................................................................................................... 13
REVIEW OUTPUT ........................................................................................................................................ 14
MANAGEMENT OF RESOURCES........................................................................................14
PROVISION OF RESOURCES ........................................................................................................................ 14

HUMAN RESOURCES ................................................................................................................................... 15
OUTCOME REALIZATION ....................................................................................................16
PLANNING OF OUTCOME REALIZATION ......................................................................................................... 16
MEASUREMENT, ANALYSIS AND IMPROVEMENT ...........................................................22
GENERAL................................................................................................................................................... 22
Fairfood International 1 April 2012 Page 2 of 26

Introduction
This Quality Policy describes the Quality Management System that Fairfood International uses to
stimulate continuous improvement towards achieving the objectives of the organisation in the most
professional, efficient and effective way.
Aim
In 2009 Fairfood International implemented a Quality Management System for two primary reasons:
Firstly, to develop a professional internal organisation with the aim to optimise our results and to help us
fulfil our responsibilities towards increasing the level of sustainability of food and beverage products.
Secondly, to enhance customer satisfaction through the effective application of the Quality
Management System. This entails process of continuous improvement and the assurance of conformity
to the customers and applicable statutory and regulatory requirements. Fairfood International defines
its customers as stakeholders. (See section Customers of Fairfood International for more information).
Continuous improvement, demonstrating integrity, being accountable and striving for high quality
performance are the guiding principles (anchored in the Code of Conduct) in Fairfood Internationals
daily work.
Quality
Quality is a key concept within our Quality Management System. Fairfood International defines quality
as the degree to which customer requirements for Fairfood Internationals products and services are
identified and satisfied. The implementation of Quality Management System ensures that the quality of
the internal processes and organisational structure meets the requirements of the customers.
Quality Standards
Fairfood Internationals Quality Management System complies with the requirements of various external
quality standards. Using an official authority that proves the quality of our organisation helps Fairfood
International to demonstrate its professionalism to the public. The standards and criteria to which
Fairfood complies are Code Wijffels and the ISO 9001 International Standard:
Code Wijffels
Code Wijffels is the Dutch Code Good Governance for NGOs. The key principle described in this Code
is that organisations should have separate bodies in charge of the supervision, management, and
operational tasks and responsibilities of the organisation. At Fairfood, this division is anchored in the
Articles of Association, Executive Board Policy, and the internal procedures of the organisation (for
more information see Filelinx: Code Wijffels (in category articles).
ISO 9001:2008 International Standard

The International Organization for Standardization (ISO) is an international standard-setting institute.

This organisation was founded on February 23, 1947 and has its head quarters in Geneva, Switzerland.
ISO 9000 is a grouping of standards, which is used to provide organisations with quality management
systems. ISO 9000 is maintained and updated by ISO and is administered by accreditation and
certification bodies. Recently, on November 15, 2008, ISO has made changes to the requirements of
ISO 9001, which is the Standard that Fairfood has implemented in its work processes. For more
information, check the ISO website..
An organisation that has been independently audited and certified to be in

conformance with ISO 9001 may publicly state that it is "ISO 9001 certified" or "ISO
9001 registered". Certification to an ISO 9001 standard does not guarantee any quality
of products and services; rather, it certifies that formalised business processes are
applied organisation-wide. The British Standards Institution (BSI) is the institute that
audits the implementation of the Quality Management System at Fairfood International. Fairfood is
officially allowed to use their logo in our external communications since September 2009. For more
information, check the BSI website.
Scope1
Quality Management System is aimed at covering all processes and activities that ensure Fairfood
International meets its central mission: to facilitate change towards a fair and sustainable food and
beverage industry (see Strategy Document).
The Board of Directors of Fairfood International intends that all organisational objectives, strategies,
and processes used to realise this objective should always satisfy relevant customers and comply with
regulatory and statutory requirements.
Daily practice
All employees (paid and unpaid), the Supervisory Board, and everyone else working on behalf of
Fairfood International is expected to familiarise themselves with the Quality Policy, which is part of the
introduction course at the beginning of persons employment. Employees are expected to comply with
the Quality Policy and make an effort to act in accordance with the related policy documents,
procedures and work instructions. From that moment onwards, it is everybodys individual responsibility
to implement these guiding documents correctly into their work processes. Yet everybody working for
Fairfood International has a joint responsibility to consult one another regarding the application of the
Quality Policy in everyday working practices. Furthermore, the Quality Policy should gain further
1
The Quality Management System of Fairfood International excludes two following requirements of the NEN-EN-
ISO 9001:2008 International Standard since Fairfood International does not develop (new) products:
Paragraph 7.3: Design and Development
Paragraph 7.6: Control of Monitoring and measuring equipment
These exclusions do not affect the ability or responsibility to provide outputs that meets applicable customer or
regulatory requirements.

substance through its day-to-day application. Providing critical evaluation is a collective task. In this
respect, the Executive Director and the Board of Directors have a special responsibility to, amongst
other things, show role model behaviour, initiating improvements and assuring adherence to the Quality
Policy.
Readers guide to Quality Policy
The Quality Policy is an overview of the Quality Management System of Fairfood International. It
provides an overview of the different subjects that are part of the system and explains the links between
the various related documents.
First, the section Quality Policy and Quality Objectives describes the role and use of the quality policy
and the rationale behind forming annual quality objectives. Second, Organisation Profile section
thoroughly describes the internal structure of Fairfood International by providing an overview of internal
processes, by defining the customers of Fairfood International and by identifying the outcome that the
organisation strives to achieve. Last, the following sections (starting with Documentation
Requirements) provide an overview of processes that support our QMS, describe management
responsibilities, management of resources and the way Fairfood International complies with the ISO
9001:2008 norm. Should you have any questions about the content in these sections, please contact
Manager Quality Assurance.
External parties that are interested in receiving a copy of our Quality Policy can download the document
from our website. The Manager Quality Assurance is responsible for publishing the latest version on the
website in case of a modification.
Quality policy and quality objectives
The quality policy applies to the entire organisation. At a departmental level, the quality policy is
explained and discussed with every employee working at Fairfood International. Moreover, all of the
new employees are required to read the quality policy as it is part of the introduction course.
Furthermore, the quality policy (see Strategy Document) and the Management Review at the quarterly
directors meetings serves as a framework for establishing and reviewing quality objectives.
Organisation profile
The main objective of implementing the Quality Management System is to realise customer satisfaction.
To demonstrate how Fairfood International ensures customer satisfaction, first we have to define (a) our
outcome, then (b) our internal processes that are formalised into various documents and finally (c) our
customers.

Outcome of Fairfood International

2
Fairfood International has defined its outcome as sustainable global food system that ensures
significant improvements in the lives of people and on our environment.. This is the result of the
sequent core processes and directly links with our central objective (see Strategy Document).
The outcome is a consequence of different outputs, that per se are results of various core work
processes of Fairfood International. Examples of an output are reports, letters, campaigns, etc.
Internal processes
Fairfood International has developed strategic, core and supportive processes in order to realize the
outcome. The sequence and interaction of the processes are illustrated in the process map in Figure 1.
All of these processes are monitored, evaluated and controlled by the quality control processes in order
to ensure continuous improvement. Fairfood International uses three types of documents (i.e., policies,
procedures, work instructions) to describe the processes that add value to the defined outcome. When
the competences of the employees sufficiently assure the quality of the processes, the processes are
no longer reflected in these document forms.
Figure 1. Process Map of Fairfood International. This map describes the supporting and core
processes of Fairfood International that contribute to the achievement of Fairfoods mission: Increased
sustainability levels of food and beverage products (Please see section Internal Processes for a more
detailed description of processes outlined in the map).
2
According to the NEN-EN-ISO 9001:2008 International Standard, product (or service) realization is the final output
of the sequent primary processes. Therefore, what Fairfood has defined as its outcome is similar to what ISO has
defined as the product of an organisation.

Core processes
Fairfood International identifies the following core processes: 1) Encouraging brand owners (see
Encouraging Brand Owners Policy and Encouraging Brand owners procedure, 2) Knowledge (see
procedure Research), 3) Leverage (See Leverage Policy, Active Leverage and Basic Leverage
procedures), Development (See policies Business Development Policy and Partnership Policy; See
also Business Development Procedure), 5) Fundraising (See Fundraising Policy and Fundraising
Procedure). All of these processes directly contribute to the outcome of Fairfood International and
ensure effective as well as efficient approach for achieving the organisations mission (see Figure 1).
Moreover, these processes cross various functional units and share inputs and/or outputs from one-
another (e.g., Often the output of the knowledge process directly contributes to processes such as
leverage and encouraging brand owners)..
Supporting processes
Besides the strategic and core processes, supporting processes are also an important part of Fairfood
International. These processes are supportive to the core processes by providing and maintaining
financial and human resources, the infrastructure, and a work environment needed to achieve
conformity to product requirements. Examples are: Monthly Close procedure; Purchase procedure;
Employee Entry procedure; Employee Exit procedure; Organisation check procedure;
Quality control processes
Finally, we distinguish processes developed to control the internal quality of the organisation. Examples
are:
1. Complaints Procedure;
2. Creating, Changing, and Eliminating Policies, Procedures and Work Instructions;
3. Internal Audit Procedure.
4. Non-conformity/Quality Improvement procedure
Internal organisation
Within Fairfood International, there are separate bodies in charge of the supervision, management,
advisory and operational responsibilities of the organisation. The corporate governance and related
authorities, tasks and responsibilities are anchored in the Articles of Association, the Supervisory Board
policy, the Executive Board policy, and the Advisory Board policy.
For the organisation to function effectively, Fairfood International is split into five departments:
Advocacy, Communications, Research, Business Development and Operations. Each department is
managed by a Director who reports to the Executive Board. In addition to the department-specific
projects each department is also co-responsible for realising the central objective and the (general)

strategy described in the Strategy Document. The Executive Director makes sure that there is a proper
connection and proper tuning between departments and projects.
Each project is executed by a (paid) Manager who is responsible for achieving the project targets and
carrying out the planned activities. (Unpaid) project assistants help the managers in the daily activities.
Working relationships are summarized in the Organisation Chart and procedures, while individual
reporting arrangements and responsibilities are documented in job descriptions. These job descriptions
are established and maintained for each of the job positions indicated on the Organisation Chart. Every
new employee signs an employment agreement including a job description. The agreement and job
description is saved in Filelinx and specific archives.
Customers of Fairfood
Fairfood International defines its customers as stakeholders. Our organisation identifies four different
categories of stakeholders: 1) Internal Stakeholders, 2) External Stakeholders, 3) Indirect Beneficiaries,
and 4) Volunteers.
Internal Stakeholders
Fairfood International defines its internal stakeholders as employees of the organisation. These include
all paid and unpaid staff who are working for Fairfood International as their direct input and output
influences the organizations ability to achieve its outcome. In order for Fairfood International to develop
and maintain a professional organisation that realises its objectives in the most efficient and effective
way, the satisfaction and motivation of its employees is important and shall be monitored. Fairfood
International is committed to optimize the recruitment cycle (see Recruitment Policy, Employee Entry
procedure) and working life of its employees (see Appraisal Policy, Training Policy, Exit Procedure,
Employee Satisfaction Policy) through sound and consistent HR policies.
External Stakeholders
Partners
To realize the organisations mission, Fairfood International strongly depends on support of its partners
(see Partnership Policy and Business Development Policy). On one hand, the financial partners provide
(an increased access to) financial resources that are used to carry out various programs and projects in
an efficient and responsible way. On the other hand, the implementation partners provide collaborative
support which often expands Fairfood Internationals activities and improves the quality of work. The
relationship between Fairfood International and its partners is characterized by transparency and
accountability. Once a year or at the end of partnership/financial agreement, Fairfood International
evaluates and reports on the results of the activities that were executed with the help of its partners.
Food and Beverage Brand Owners Brand owners
Fairfood believes that during the production, processing, sourcing and/or trade of food and beverage
brand products, brand owners can have a harmful effect on the human rights and lives of individuals.

This includes employment practices, environmental policies, relationships with suppliers and
consumers, interactions with governments and other activities that may cause or exacerbate poverty
and hunger. As such, Fairfood International devised a strategy that places food and beverage brand
owners as its primary target group. In order to ensure that these brand owner companies seriously
engage in sustainable practices, Fairfood International uniquely emphasizes the sustainability level of
the brand products of the companies instead of the companies themselves. During the process of
active encouragement (See Encouraging Brand Owners Policy) Fairfood International stimulates
transparency, emphasises implementation of sustainable practicies, encourages compliance with
reliable sustainability certification labels, fosters progression, and recommends available certification
schemes as solutions.
Indirect Beneficiaries
(a) Vulnerable groups of people in the Supply Chain
Fairfood Internationals work is based on the assumption that an increased level of sustainability in the
food and beverage industry has the capacity to cause positive impacts on the human rights and lives of
those individuals who are engaged in the supply chain. Taking this perspective, Fairfood International
identifies the vulnerable groups of people in the supply chain as its indirect beneficiaries. In order to
consistently monitor and ensure the progress towards this component of the sustainability agenda,
Fairfood International analyses the impact on the vulnerable groups in the Supply chain as a result of
the positive changes in the brand owners behaviour using the framework established in the Impact
Analysis policy. The outcome of the report is used to refine and ensure improvement of Fairfood
Internationals work in this direction and is incorporated each year in the Long Range Plan as well as
other strategic documents.
(b) Environment
In addition to indirect positive impact on vulnerable groups of people within the supply chain, Fairfood
International aims at having a positive influence on the environment. The latter is another important
component of Fairfood Internationals sustainability agenda. Fairfood International annually measures
the impact of its activities on the environment and based on the Impact Analysis Policy framework
ensures the progress towards it main objective.
Volunteers
Fairfood International considers volunteers as stakeholders that contribute to Fairfood Internationals

work through various capacities (e.g., trainings). In the year 2012, Fairfood International will measure
and monitor the satisfaction of these stakeholders and will use the provided feedback to further improve
the relationships with its volunteers.

Documentation requirements
Control of documents
All documents used within Fairfood International are created, implemented, and maintained according
to the Control of documents policy. In this policy document, we define different types of documents
used within Fairfood International, as well as the format and management requirements related to each
type of document.
The documents that are part of the Quality Management System (all policy documents, procedures, and
work instructions) are maintained by the procedure Creating, Changing and Eliminating Policy
Documents, Procedures and Work Instructions. This procedure describes how new documents are
created or existing documents are updated, i.e. an employee needs approval from the Owner for
changing these documents and only Director Operations and Manager Quality Assurance are entitled to
add/edit the document in the database Filelinx. All these documents have an Owner and a version
number. The Owner of the relevant documents is responsible for an updated version in Filelinx and
communicates internally when an updated version is available. The documents that are present in
Filelinx are the only authorized and valid versions. Printed versions are copies and are therefore invalid
because they cannot be replaced if a new version is published. Printed procedures can be only used for
studying the Quality Management System. In principle, everyone examines for him/herself relevant
procedures before carrying out their work. In addition, documents of third parties that Fairfood
International uses are also controlled by the Quality Management System.
To prevent loss of data, backups are routinely performed and handled by Manager ICT. Fairfood
Internationals back-up system, access security system, and virus protection are described in the ICT
Security policy.
Control of records
Records are documents that provide concrete evidence of conformity to requirements and of the
effective operation of the quality management system. Examples are audit records, Management
Review reports, education and training records of employees, minutes/items of Quarterly Directors
meetings, items on implemented corrective and preventive actions, contact moments, etc. These
records are controlled to assure that they remain legible, readily identifiable and retrievable.
Management responsibility
Management commitment
The Board of Directors of Fairfood International is closely involved in the development, implementation,
and maintenance of the Quality Management System (see Strategic planning and monitoring policy)
The Board of Directors continuously improves its effectiveness by emphasizing the importance of
meeting customer, statutory, and regularly requirements during department meetings and when drafting

an assignment to Managers. The quality policy and effectiveness of the Quality Management System
are evaluated at least once a year, during the Management Review meeting. The outcomes of that
meeting are discussed with the Board of Directors during the next Quarterly Board of Directors Meeting.
During the Management Review, quality measurements are analyzed against their established
objectives and suggestions for improvement of the system are considered. Further, quality planning is
also conducted during the Management Review to ensure the continuing availability of the resources
necessary to meet the expectations of our customers (see the policy document and procedure for
Strategic planning and monitoring).
Customer focus
The main objective of the quality management system of Fairfood International is to achieve satisfaction
of stakeholders. The actions of the Management Team are meant to encourage the fostering of
continuous improvement. The Management Team ensures that customer requirements are determined
and meet the overall aim to enhance customer satisfaction. With the help of customer satisfaction
studies carried out within each category of customers, Fairfood International gathers information
regarding the requirements of each specific group of customers (see Employee Satisfaction Policy,
Partners satisfaction policy and Brand owners satisfaction policy; Furthermore, see analysis of impact
on environment and vulnerable groups of people in the supply chain). By means of interviews, surveys,
registration of complaints, meetings with customers, and internal communication, Fairfood International
responds to the (dis)satisfaction, needs and requirements of customers. In this way the quality of our
final outcome and outputs are continuously improved. In other words, customer requirements are
identified, reviewed, and translated into assignments to ensure that the requirements are fully
understood and met.
Planning Quality objectives
Quality objectives (see Strategy Document) are derived from the quality policy. Quality objectives are
established annually to continually improve the Quality Management System as a whole as well as
each management process, extending to processes involved with meeting product requirements.
Quality objectives are measurable which allows the management of Fairfood International to analyze
the results during Management Review meetings and determine the degree to which they are met. The
realisation and progress of the quality objectives are monitored and the outcomes of monitoring are
discussed during the Quarterly Board of Directors Meeting. Moreover, during these Quarterly Board of
Directors Meetings, the Board of Directors evaluates if the quality objectives are still suitable and adapts
the objectives if necessary (see policy and procedure documents: Strategic planning and monitoring).
Quality management system planning
The planning of the Quality Management System primarily concerns the realisation of the quality
objectives in order to meet the requirements of the stakeholders. As part of the regular maintenance of
our quality system, proposed modifications to processes and procedures are reviewed during
Management Review Meetings and Quarterly Directors Meetings to ensure that the requirements of the

Quality Management System have been addressed prior to the implementation of any modification. This
review ensures that no new process is implemented without first considering the actions that must be
taken to ensure that the organisation remains in compliance with the system as it is documented.
Evaluated items and planned actions are documented in the Management Review meeting and
Quarterly Board of Directors Meetings minutes. Moreover, the Board of Directors assures that the
integrity of the Quality Management System is maintained (see procedure and policy document:
Strategic planning and monitoring).
Responsibility, authority and communication

Responsibility and authority
The responsibilities and authorities of all employees and internal institutions are stated in the job
descriptions and procedures. In Filelinx, the job descriptions of all functions within Fairfood International
describe the responsibilities and tasks, qualifications and competences related to each function. The
relationships between the employees are illustrated in the Organisation Chart. Additionally, the
procedures indicate the responsible employee in each particular stage of diverse processes.
The responsibilities and authorities with respect to the Quality Management System are also described
in the job description of each Manager and Director.
Additionally, the Management Representative is he main person responsible for the implementation,
maintenance and improvements of the Quality Management System (see more below).
The Manager Quality Assurance is in charge of all ongoing tasks and activities related to the
maintenance of the Quality Management System.
Management representative
The Executive Director has appointed Director Operations as the Management Representative (or
Quality Manager) who, irrespective of other duties, has the main responsibility and authority for
establishing, implementing, and maintaining the Quality Management System and ensuring that it
continues to be compliant with the requirements of ISO 9001. More specifically:
The Management Representative is responsible for evaluating (by auditing internal processes) the
effectiveness of the Quality Management System and reporting on it to the Executive Director at
scheduled Management Review Meetings and Quarterly Board of Directors Meetings, and for making
suggestions to improve the system (see policy document Strategic planning and monitoring);
The Management Representative serves as the primary liaison to external parties on matters
concerning the Quality Management System;

The Management Representative creates awareness of customer requirements at all levels in the
organisation, ensures that employees are aware of the importance of meeting customer requirements
and explains how those requirements relate to their work activities.
In the absence of the Management Representative, the Executive Director will assume these
responsibilities.
Internal communication
The internal communication concerning the Quality Management System and its effectiveness comes
out on a 3-monthly basis to the Management Team and in departmental meetings. The Internal
communication policy determines the means of communication. Although communicating informally is
an effective method of transmitting information relating to products and processes, formal mechanisms
are in place to document and facilitate this. The effectiveness of internal communications and any
further formalization of such communications are considered during Management Review Meetings.
Management review
General
Management Reviews are held to assess and evaluate the Quality Management System to ensure its
continued effectiveness and suitability in satisfying the requirements of NEN-EN-ISO 9001:2008
International Standard and our stated quality policy and objectives. Reviews are carried out as
frequently as necessary, but at least annually. Topics discussed during the meeting are described in the
policy document Strategic planning and monitoring and the resulting action plans are recorded in
Management Review Agenda and Minutes, which are maintained as quality records in accordance with
the policy document Control of documents. Additionally, the Board of Directors reviews the Quality
Management System at their Quarterly Board of Directors Meetings to ensure its continuing suitability,
adequacy, and effectiveness. The quality policy and related objectives (and indicators) are the point of
departure for this evaluation. If necessary, the Board of Directors develops corrective and preventive
actions.
Review input
A Management Review includes information on the following subjects:
1. Results of audits;
2. Customer feedback;
3. Process performance and product conformity;
4. Status of preventive and corrective actions;
5. Follow-up actions from previous Management Reviews;

6. Changes that could affect the Quality Management System;
7. Recommendations for improvement.
The outcome of the Management Reviews are filed on the S-drive in the folder Board of
Directors/Management reviews (see also Strategic planning and monitoring).
Review output
The output from the Management Review includes any decisions and actions related to:
1. Improvement of the effectiveness of the Quality Management System and its processes;
2. Improvement of product related to customer requirements;
3. Resource needs.
Management of resources
Provision of resources
Fairfood International strives for an optimal spending of resources allowing the mission and objectives
of the organisation to be realized in the most efficient way. Fairfood International aims for a balanced
division between the cost of fundraising activities and the expenses of the organisations primary
objectives. Moreover, all investments are examined in terms of the Strategy Document.
Fairfood International determines and provides the resources needed:
1. to carry out the activities defined to achieve Project Targets;
2. to implement and maintain the Quality Management System and continually improve its
effectiveness (see the budget of Project Quality Assurance);
3. to enhance customer satisfaction by meeting customer requirements (see budget of Project

Quality Assurance).
4. To ensure that the necessary resources are available and provided at all times, Fairfood
International introduced Purchases procedure which describes the entire cycle of the
purchasing process. This document outlines responsible parties involved in purchasing process
and ensures optimal control of the resources. The purchases and spending of financial
resources are in line with the proposed year budget that is linked with the Multi-Year Budget
determined by the Executive Director. The costs of each project are monitored on a monthly
basis (see Monthly close procedure). At the end of the year, a financial report is sent to the

accountant for a final check (see procedure Strategic planning and monitoring). The information
obtained is used to revise the budget for the following year.
Human resources
General
All employees (paid and unpaid) working for Fairfood International have a responsibility to strive for
excellence in performance in order to effectively and efficiently contribute to the outcome as well as to
enhance satisfaction of other stakeholders. For this reason, it is required that all employees are
competent regarding appropriate education, training, skills and experience necessary to carry out a
certain function (see Recruitment and Selection Policy). The Recruitment and Selection Policy and
Employee Entry procedure ensure that all employees working for Fairfood International meet the
requirements and competences stated in the various job descriptions. On the other hand, Employee
Exit procedure obliges departing staff to participate in exit interviews in order to evaluate their
experience at Fairfood International and obtain feedback that could be used for continuous
improvement of Human Resource Management related policies and systems.
Fairfood International holds an Employee Satisfaction Survey (see Policy Document: Employee
satisfaction policy) once in every two years in the autumn. The outcome of this study is discussed
during the Quarterly Directors Meetings to develop improvement actions which could result in increased
staff retention.
Competence, training and awareness
The job descriptions of all employees determine what type of training, experience, knowledge and skills
are required to carry out the designated function (see Job Description Policy). As part of the Employee
Entry procedure, the recruiting supervisor in collaboration with HR department assesses the candidates
with respect to the competencies related to the function. Moreover, before an employee starts working,
he/she has to follow an introduction course that has been developed in order to provide new employees
with knowledge on the organisation structure, working culture, relevant databases, and current issues
ongoing in the organisation.
Annual appraisal meetings and mid-term evaluations are held between employees and their supervisor
to assess job performance and achievement of established targets (see Appraisal Policy). This, in turn,
ensures that the requirements of Fairfood Internationals other customers are successfully met.
Additionally, during the annual appraisal meetings ,the employee together with its supervisor evaluates
the benefits of previously received trainings and identifies future training needs to improve performance
(see Training policy).
Additionally, all employees undergo Quality Management System awareness training, which
communicates and highlights the following aspects:
1. Fairfood Internationals commitment to quality

2. The importance of meeting customer requirements
3. The importance of employees respective position, and how s/he can contribute to the
achievement of the quality objectives.
4. The QMS awareness training is provided to new employees during their introduction course.
Infrastructure
The office meets every requirement so that it can operate efficiently. Every department has its own
separate workspace and essential equipment such as computers and printers. In the yearly planning
and budgeting application, the financial resources needed for the IT department are determined (i.e.
hardware, software, information systems, communication, etc.) in addition to other office supplies
needed to carry out the projects and in order to work at a professional level. Office supplies are
purchased and used on the basis of the allocated budget. The maintenance and security of ICT
resources are assured by the ICT Security policy.
Work environment
Fairfood Internationals point of reference in relation to the physical and individual aspects of the work
environment is the ARBO legislation (see Evacuation and emergency policy). Furthermore, during
department meetings Supervisors discuss with their employees whether they are able to perform
efficiently in their working environment and if necessary undertake action to improve the situation. Every
employee (paid and unpaid) is responsible to maintain a suitable working environment at Fairfood
International in addition to maintenance, cleaning, and helping to provide lunch.
Outcome realization3
Planning of outcome realization
Fairfood International has several processes that ensure the realisation of the outcome (for detailed
description of the processes see section Organisational Profile and sub-section Internal Processes
of this document).These processes are communicated and implemented at all levels of the
organisation. The Board of Directors ensures that the strategy for achieving organisational objectives is
up to date, therefore, the Strategy Document is annually updated. Based on the Strategy Document,
Fairfood International executes a large number of year-round projects that comply with the strategy and
annual objectives. With due observance of the Strategy Document, the Board of Directors determines
the budget for the coming financial year and the resources available for the implementation of each
project (see the year budget). The projects at Fairfood International have annual targets, indicators,
planned activities, and budget. The projects are monitored monthly and evaluated at the end of the
3
We use the word outcome instead of product which ISO uses

year. Lessons learned are used for updating the Strategy Document (see procedure Strategic planning
and monitoring).
Customer-related processes
Determination of requirements related to the outcome
(a) Requirements of our Internal Stakeholders
Apart from our Indirect Beneficiaries, Employees are also considered as our stakeholders. During the
appraisal and evaluation meetings primary requirements (e.g., training needs) of Fairfood Internationals
employees are identified (see Training Policy, Appraisal Policy, Employee Satisfaction Policy). The
Executive Board, Board of Directors and Human Resource Management team is highly committed in
ensuring that the highlighted requirements are met in timely and effective manner. Furthermore, every
two years Employee Satisfaction survey is carried out which assesses whether requirements and needs
of employees are met. The obtained information is used to further increase the satisfaction of these
stakeholders.
(b) Requirements of our External Stakeholders
Partners are important stakeholders of Fairfood International as they are funding and supporting our
organisation so that we can realise our mission and vision more successfully. Often partners have their
own requirements, which organisations/projects have to meet to be considered for official partnership.
These requirements are made clear when drawing a partnership agreement. Systematic and consistent
communication with our partners helps Fairfood International to further specify the needs of various
stakeholders. Furthermore, every year we carry out Partners Satisfaction Survey to check if our
delivered project output meets the requirements of the concerning partners (See Partners Satisfaction
Policy).
Furthermore, Food and Beverage Brand Owners are also considered as Fairfood Internationals
stakeholders. Considering that customer satisfaction is central in Fairfood Internationals Quality
Management System, Fairfood International annually assesses the relationship with the Brand and in
this way obtains regular feedback on its advocacy activities. This automatically sheds light on the
specific requirements that Brand Owners may have (see Brand Owners Satisfaction Policy) and
ensures the continuous improvement in the process of active dialogue with the Food and Beverage
Brands.
(c) Requirements of our Indirect Beneficiaries
We consider enrvironment and vulnerable groups of people in the supply chain as our ultimate
stakeholders for whom our primary processes are developed (see also section 3). Based on
international conventions, agreements and norms, we have defined a list of Environmental and Social
Issues (described in our Sustainability Agenda; See Strategy Document) which we consider as
representing the requirements of the outlined stakeholders. In order to increase our knowledge about

these indirect beneficiaries, Fairfood International analyses the impact that increased sustainable
practices within the supply chain may have on these stakeholders. Fairfood International uses the
obtained knowledge for ensuring that our projects are well-aligned with the intended outcome and that
they are based on effective and efficient strategies to improve both Environmental and Social issues
within the supply chain.
(d) Requirements of our Volunteers
Prior to receiving support from the volunteers, the staff of Fairfood International ensures that the
requirements of these stakeholders are fully clarified. Often, the requirements include publicly
acknowledging the efforts of the volunteers through social media platforms. The account manager of
the particular volunteer ensures that the requirements are successfully met. In the year 2012, Fairfood
International will implement a cycle of monitoring and measurement that will assess the satisfaction of
our volunteers. In this way, Fairfood International will continually improve its activities that will increase
the satisfaction of these stakeholders.
Review of requirements related to the outcome
In order to ensure that Fairfood International successfully meets the requirements of the customer, first,
the customer requirements are identified (see the previous section). Based on this, Fairfood
International commits in supplying the products to the customer (product can be seen as an output of a
work process). The provided outputs are controlled, assessed and evaluated to see if the output meets
the original requirements.
(a) Review of requirements related to the Internal Stakeholders
Both supervisors and direct peers directly contribute to ensuring that all of the requirements of the
internal stakeholders are successfully met and that satisfaction level is high. To achieve this, supervisor
and employees as well as peers have regular bilats. Moreover, intra- as well as inter departmental
meetings also strongly support the communication of the requirements and encourage the involvement
of staff in meeting the identified needs. On the other hand, Human Resource Management team
actively implements diverse Human Resource related policies and creates various opportunities for the
staff to develop further (e.g., Management Training Programme).
(b) Review of requirements related to the External Stakeholders
With respect to Food and Beverage Brand Owners, Advocacy Managers are responsible for making
sure that the process of active encouragement is in line with our principles as outlined in the Advocacy
policy and Encouraging Brand Owners Policy. Furthermore, before the launch of a leverage trajectory,
the Director Advocacy once again checks the compliance to the active encouragement procedure and
accordingly decides whether to give or not the approval for starting a leverage (see procedure
Encouraging Brand Owners).

In terms of the partnership development, after identifying the requirements of the relevant stakeholders
the Director Business Development has to give final approval whether engagement in a particular
partnership is beneficial for Fairfood International and/or whether the proposed projects are achievable
with the obtained funding (see policy Business Development).
(c) Review of requirements related to the Indirect Beneficiaries
The requirements of indirect beneficiaries to our product are underlying our Strategy Document. The
project plans designed to realise the mission and vision of the organisation need an approval of the
relevant Manager to assure that the proposed plans are achievable by means of the available
resources.
(c) Review of requirements related to the Volunteers
The requirements of our volunteers are discussed with the relevant account manager. Therefore, this
account manager is responsible for meeting the requirements of these stakeholders through an efficient
and effective planning and reliable attitude.
Summarising, the final output of the core processes, such as the final design of a communication item,
needs the approval of the concerning Director before it can be used. In the procedure Research,
procedures Active and Basic Leverage, and procedure Encouraging Brand Owners a final check of the
Director is described.
Stakeholder communications
Fairfood International strives for an open dialogue with its stakeholders. Firstly, Fairfood International
creates annual reports and annual accounts, which discuss the achieved results and the executed
activities throughout the year. The annual report is available on demand and is fully accessible on the
website of Fairfood International. Moreover, the customers of Fairfood International get regular updates
through a newsletter (see newsletter policy). In addition, through the website of Fairfood International
our customers can find information about our organisational structure, mission, vision, values and
approach, as well as specific information on researched topics and progress in our advocacy work.
Apart from the website, Fairfood Internationals approach in its advocacy work is thoroughly described
in the Strategy Document. Finally, financial partners of Fairfood International receive a report that
describes the outcome of the projects that they have funded (see Business Development policy).
As part of the open dialogue approach, Fairfood International has developed Complaints Policy and
Complaints Procedure. Complaints addressed to Fairfood International are recorded in a complaint
register and resolved within one month (see Complaints procedure). Additionally, the studies on
customer satisfaction provide our customers with an opportunity to give feedback on the cooperation
process with Fairfood International.

Purchasing
Purchasing process
Fairfood International has determined criteria to which purchased products have to comply (see
Purchase policy). These criteria are defined to assure that we act with integrity regarding our statutory
mission and objectives. The steps Fairfood International employees have to take before purchasing a
product or service are described in the Purchases procedure. Moreover, all employees have to use the
Purchase policy and the Organisational Check policy while selecting appropriate (new) suppliers. These
policy documents contain the defined criteria to which suppliers have to comply. Furthermore, the
Purchase policy states that responsible employees should evaluate the service(s) and/or product(s)
provided by the relevant supplier so that a list of approved suppliers is composed. The responsible
manager is entitled to purchase all necessary products/services concerning his/her project. In case the
price of the purchased product or service exceeds the budget, the responsible manager must ask for
approval from their Supervisor and/or Executive Director (See Purchase Policy).
Purchasing information
Purchasing information is documentation of the products and services purchased on behalf of the
primary, secondary and supporting processes. Before a product/service is purchased, the employee
who is in charge asks for more than one offer and files these documents in Filelinx. Subsequently, the
proposed offers are compared and if necessary additional information is requested in order to make an
optimal decision (see procedure Purchases).
Verification of purchased product
The quality of the purchased product/service is controlled and checked by the responsible employee to
determine whether the delivered product/service meets the requirements as determined in the contract.
In case there are non-conformities, the responsible employee asks the supplier to meet its obligations
as agreed in the contract. Non-conformities are registered and communicated to the concerning
Supervisor.
Production and service provision
Control of production and service provision
Fairfood International provides the necessary information (both digitally in the data system Filelinx and
in written documents), work instructions, suitable equipment and other resources to carry out the
projects.

Validation of processes for production and service provision
The procedures of the Quality Management System are all approved by the Board of Directors and
controlled and monitored by the Director Operations. Furthermore, the Quality Management System
assures that:
1. all project activities are carried out according to the proposed Targets, Planning and Budget as
described in Filelinx;
2. all projects are monthly monitored and evaluated at the end of the year;
3. all employees have the required competences to carry out their tasks (see Recruitment and
Selection Policy and Employee Entry Procedure);
4. all procedures are known and implemented at all levels of the organisation;
5. all records related to the procedures are documented (see Control of Documents Policy);
6. After cooperation with the brand owners and partners the delivered services are evaluated to
verify if the process complied with the requirements of the stakeholders (see Partners
Satisfaction Policy and Brand Owners Satisfaction Policy).
Identification and traceability
All projects at Fairfood International have a unique name. In this way the interested parties can easily
identify relevant documents that contribute to the final product in the realization process. For example,
the status of the Brand Owners are traceable in Filelinx. All digital documents are filed in Filelinx.
Physical documents are documented in dossiers owned by the owner of the documents.
Stakeholder property
Very rarely, Fairfood International works with the physical property of external parties. In the unlikely
event of this happening, the relevant employee of Fairfood International formulates an agreement to
identify, verify, protect and safeguard customer property provided for use by an external party. In case it
concerns intellectual property rights, logos or labels (for instance the ISO label) of external parties, the
use of these properties are defined in guidelines and agreements of the organisation concerned.
Preservation of product
Fairfood International primarily provides services. For this reason, Fairfood International does not make
use of implemented actions to preserve products during internal processing and delivering.
In the unlikely event of this happening, the responsible Manager implements the necessary actions in
the relevant project targets.

Measurement, analysis and improvement

General
Fairfood International has implemented the PLAN-DO-CHECK-ACT cycle to monitor, measure, analyse
and improve processes. This is to ensure conformity to stakeholder requirements and establish
continued improvements of the internal organisation (see policy and procedure documents: Strategic
planning and monitoring).
Monitoring and measurement
Stakeholder satisfaction
Fairfood international monitors and measures stakeholders satisfaction by:
1. Brand owner satisfaction surveys (see Brand Owners Satisfaction Policy);
2. Partners satisfaction surveys(see Partners Satisfaction Policy);
3. Employee satisfaction surveys (see Employee satisfaction policy);
4. Analysis of complaints;
5. Analysis of impact on environment and vulnerable groups of people in the supply chain
6. Exit interviews with volunteers
7. Environment studies (including monitoring customer perception)
These policy documents describe the method for obtaining and using this information. The outcome of
these stakeholder satisfaction studies is documented and discussed during the Quarterly Directors
Meetings. During these meetings, the Board of Directors determines the implementation of corrective
and/or preventive actions and follow-up.
Monitoring and measurement of processes
Fairfood International uses different methods for monitoring and measuring the quality management
system processes, viz.:
1. registering of non-conformities by all employees
2. execution of internal audits (see procedure Internal audits);
3. monitoring of Key Performance Indicators that are formulated in the project targets (see
procedure Monthly close);

4. performance evaluation during the Quarterly Directors Meeting (see Strategic planning and
monitoring procedure and policy).
Registration of non-conformities and quality improvements
Within Fairfood International all employees are responsible to register non-conformities and quality
improvements that they randomly come across during their daily work. We distinguish two types of non-
conformities:
General non-conformity: a condition that does not conform to the accepted policies, procedures, and
work instructions. For example when a certain step is skipped.
Severe non-conformity: a condition that does not conform to the accepted policies, procedures, and
work instructions with a high risk for the organizational image, (future) financial position, juridical risk
and/or (other) project performance. For instance, information in the reports to financiers is not accurate.
In case of a severe non-conformity, the concerning Director should be always informed.
NB. A non-conformity is not the same as a mistake since a mistake can occur even when people work
according to the procedures. Examples of mistakes/failures are spelling mistakes, inadequate
information, broken computer cable, etc. Non-conformities should be recorded according the procedure
(see procedure Non-conformity/Quality Imrpovement), while mistakes can be mentioned informally via
an email to the responsible employee.
Apart from registering non-conformities, all employees of Fairfood International are also responsible for
recording Quality Improvements. Quality Improvement is defined as a well thought-out suggestion to
Fairfood Internationals functioning (e.g., suggestions for making certain procedures more efficient,
suggestions for risk-prevention, etc.).Compared to the non-conformity records, the quality improvement
items are not required to be followed up, however, it is important to reflect on them and assess their
relevance (see the Non-conformity and Quality Improvement procedure).
Internal audit
Fairfood International carries out internal audits in order to ensure the effectiveness and efficiency of
the diverse work processes that take place at Fairfood International (see Procedure Internal Quality
Audit). Manager Quality Assurance makes an audit planning at the beginning of the year, which
encloses all important and/or sensitive processes. Procedures are audited:
to confirm the planned arrangements;
to disclose weaknesses of the Quality Management System;
to determine whether the Quality Management System is effectively implemented and

maintained;

to start improvement actions and to stimulate the process of continuous learning;
to check if proposed corrective actions to realise improvements are implemented
The internal audits are carried out by the Manager Quality Assurance who is a certified internal auditor.
Manager Quality Assurance summarises the results of the audits in a Quality audit report record in
Filelinx. The non-conformities are described in the Quality non-conformity record that is attached to
the Quality Audit report in Filelinx. The suggestions for improvement are described in a Quality
Improvement record that might be also attached to an audit report. The concerning Owner completes
this non-conformity form in Filelinx and formulates corrective and preventive actions; Furhermore, the
owneris responsible for the implementation of identified actions. The Manager Quality Assurance
monitors if the implemented corrective and preventive actions have the required result (see Procedure
Internal Quality Audits).
Monitoring and measurement of product
The various projects executed by Fairfood International are planned, monitored and evaluated
according to the monthly close procedure and Strategic planning and monitoring procedure and policy).
The project plans are a derivation of the Strategy Document, which describes the long-term strategy,
mission and vision of the organisation. The project policies are written according to the Control of
Documents Policy and work instruction Creating, Updating, and Eliminating of Policy Documents,
Procedures, and Work Instructions . Every month the financial situation and implemented activities of
each project are monitored according to the Monthly close procedure.
Control of non-conforming product
In case the work of Fairfood International does not meet the requirements, the relevant processes will
be immediately stopped and corrected (see Non-conformity/Quality Improvement procedure).
Complaints after the implementation of our work are analysed and registered in the Complaints record
in Filelinx and communicated to colleagues in order to share lessons learned and to prevent
reoccurrence (see complaints procedure).
Analysis of data
The various sections of this Quality Policy and their related process flow documents show the need for
analyzing data in order to achieve and measure the effectiveness of the Quality Management System
through quality policy and objectives.
At the Management Review Meetings two important types of data are presented and discussed:
The information that demonstrates suitability and effectiveness of the QMS
The information which evaluates and indicated areas in need of improvement.

The discussed data usually comprises of the results from monitoring and measuring products,
processes, customer satisfaction studies and other relevant sources. The derived information from
theses analyses includes customer satisfaction levels, conformity of product to requirements,
characteristics and trends of processes and products including opportunities for preventive action(s),
and supplier performance.
Improvement
Continuous improvement
Fairfood is a learning organisation that strives to continually improve the effectiveness and efficiency of
its work. Continuous improvement is not an isolated process or element of the Quality Management
System, but rather a way of managing the system. The Quality Management System has all the
necessary elements of establishing the policy and objectives for quality, for implementing operational
controls to achieve the objectives and for measuring the results. The basic methodology and plan is that
if the results fail to meet the objectives, it is the fault of the system. Therefore, the system must be
improved so that it becomes more effective in reaching the objectives. When the objectives are
achieved, new objectives are set and the Quality Management System is improved to meet the new
challenges.
The need for continuous improvement is determined by analyzing customer satisfaction information,
product and process conformance data, supplier performance data, internal audit results, and other
data and information relevant to quality performance. Management reviews consider all relevant
information and define priorities for improving the quality system. The corrective action and/or auditing
processes are used to formally identify, respond to or verify the acceptability of actions and to track the
corrective action requests or internal audit findings.
Corrective action
Corrective actions are undertaken to eliminate the causes of non-conformities in order to prevent their
reoccurrence. Actions taken are appropriate to the impact of the problems encountered. Corrective
actions may be initiated by anyone in the organisation.
Corrective actions may arise from a variety of sources, including Management Review Meetings,
Internal Audits, Customer Complaints (see procedure Complaints), and any identification of non-
conformity (see procedure Non-conformity/Quality Improvement). The Management Representative will
review all requests for Corrective Actions in order to determine the feasibility of the requested actions
and to assign responsibilities for determining the problems root cause and evaluating the appropriate
actions to ensure that the non-conformity does not reoccur.
In the Non-conformity/Quality Improvement procedure, Fairfood International describes its approach for
eliminating the causes of non-conformities. In particular, the correction action process is provided to first

define non-conformities, then to determine their root cause and finally to identify the actions that will
address the root of the problem. Furthermore, the process includes evaluation action in order to ensure
prevention of the non-conformity and implemention of the corrective action as well as recording and
reviewing of the actions previously taken. Based on the corrective actions, Creating, changing, and
eliminating policy documents, procedures and work instructions procedure can be used to respectively
improve the existing processes.
Preventive action
Preventive action is defined as an action taken based on the observance of a systemic condition or the
result of a corrective action where further action is deemed necessary to curtail the same or similar
occurrences within other processes or realization activities. Implementation of preventive action
measures are defined in the procedure Non-conformity/Quality Improvement.. Similar to the corrective
action process, the process employed identifies potential non-conformities and their cause(s),
determines and ensures implementation, and records and reviews preventive actions taken.
All employees of Fairfood International are responsible to recognise potential problems and non-
conformities in their work and to determine, implement and evaluate the necessary preventive actions.

Quality Policy

Diunggah oleh

Informasi Dokumen

Deskripsi Asli:

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Quality Policy

Diunggah oleh

Hak Cipta:

Format Tersedia

Fairfood International

ORGANISATION PROFILE .................................................................................................... 5

OUTCOME OF FAIRFOOD INTERNATIONAL ...................................................................................................... 6

DOCUMENTATION REQUIREMENTS ..................................................................................10

CONTROL OF DOCUMENTS .......................................................................................................................... 10

MANAGEMENT COMMITMENT ....................................................................................................................... 10

RESPONSIBILITY, AUTHORITY AND COMMUNICATION ..................................................12

RESPONSIBILITY AND AUTHORITY ................................................................................................................ 12

MANAGEMENT REVIEW ......................................................................................................13

PROVISION OF RESOURCES ........................................................................................................................ 14

OUTCOME REALIZATION ....................................................................................................16

PLANNING OF OUTCOME REALIZATION ......................................................................................................... 16

MEASUREMENT, ANALYSIS AND IMPROVEMENT ...........................................................22

Fairfood International 1 April 2012 Page 2 of 26

ISO 9001:2008 International Standard

Fairfood International 1 April 2012 Page 3 of 26

The International Organization for Standardization (ISO) is an international standard-setting institute.

An organisation that has been independently audited and certified to be in

Fairfood International 1 April 2012 Page 4 of 26

Readers guide to Quality Policy

Quality policy and quality objectives

Fairfood International 1 April 2012 Page 5 of 26

Outcome of Fairfood International

Fairfood International 1 April 2012 Page 6 of 26

Quality control processes

2. Creating, Changing, and Eliminating Policies, Procedures and Work Instructions;

3. Internal Audit Procedure.

4. Non-conformity/Quality Improvement procedure

Fairfood International 1 April 2012 Page 7 of 26

Food and Beverage Brand Owners Brand owners

Fairfood International 1 April 2012 Page 8 of 26

(a) Vulnerable groups of people in the Supply Chain

Fairfood International considers volunteers as stakeholders that contribute to Fairfood Internationals

Fairfood International 1 April 2012 Page 9 of 26

Fairfood International 1 April 2012 Page 10 of 26

Planning Quality objectives

Quality management system planning

Fairfood International 1 April 2012 Page 11 of 26

Responsibility, authority and communication

Fairfood International 1 April 2012 Page 12 of 26

3. Process performance and product conformity;

4. Status of preventive and corrective actions;

5. Follow-up actions from previous Management Reviews;

Fairfood International 1 April 2012 Page 13 of 26

6. Changes that could affect the Quality Management System;

7. Recommendations for improvement.

2. Improvement of product related to customer requirements;

Fairfood International determines and provides the resources needed:

1. to carry out the activities defined to achieve Project Targets;

3. to enhance customer satisfaction by meeting customer requirements (see budget of Project

Fairfood International 1 April 2012 Page 14 of 26

Competence, training and awareness

1. Fairfood Internationals commitment to quality

Fairfood International 1 April 2012 Page 15 of 26

2. The importance of meeting customer requirements

Fairfood International 1 April 2012 Page 16 of 26

Determination of requirements related to the outcome

(a) Requirements of our Internal Stakeholders

(b) Requirements of our External Stakeholders

(c) Requirements of our Indirect Beneficiaries

Fairfood International 1 April 2012 Page 17 of 26

(d) Requirements of our Volunteers

Review of requirements related to the outcome