Keppel Land Limited: Document No.: Qehsms01 Revision No.: 03 Revision Date: 8 April 2019

Keppel Land Limited
Quality, Environmental, Health & Safety

Management System Manual
Document No. : QEHSMS01

Revision No. : 03
Revision Date : 8 April 2019
DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

DOCUMENT NO.: QEHSMS01
REVISION NO.: 03
DATE: 8 APRIL 2019 PAGE 1 OF 32
Approving Authorities
Designation
Approved by: President (Viet Nam)
Head, Projects Management (Viet Nam)
Deputy Director, Projects Management (QEHS MR)

REVISION NO.: 03
Revision Record
Revision Revision Description Revised By

No Date
00 12 Feb 18 First issue (conversion to ISO 9001:2015, ISO WOC

14001:2015 standards)
01 16 Mar 18 Clause 3.3 – added IT protection WOC

Appendix A
 Removed QP01 from ISO 9001:2015
Clause 7.1.5 – Monitoring and
Measuring Resources
 ISO 9001:2015 / ISO 14001:2015
Clause 8.2 – added Clause 3.3 as
relevant clause in QEHS Management
System Manual
Appendix B - System Procedures
- EHSP03 – EHS Management Programme
changed to QEHSP03 – QEHS Management
Programme
- EHSP09 – EHS Monitoring and Measurement
changed to QEHSP09 – QEHS Monitoring and
Measurement
02 31 May 18 Change of QEHS Policy WOC
03 8 Apr 19 Change of QEHS Policy WOC
Update of Organisation Chart
Change of Approving Authorities
Change Clause 1.4 – Change of Interested
Parties
Change Clause 1.5 - QEHS Policy Approved by
CEO
Change Clause 1.6 c) – Change of OCP
(Operational Control Procedure) to SOP
(Standard Operating Procedure)
Change of Clause 2.1.2 Management
Representative (MR) - KLL has appointed
Team Lead for Operational Excellence as HQ
Quality, Environmental, Health and Safety
Management Representative, to ensure overall
effectiveness of the QEHS Management
System for the organization.
Change of Clause 2.1.3 b) Project Managers -
evaluating and recommending Service

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Providers, Consultants and Contractors to
Top/Senior Management
Change of Clause 2.1.4 b) Property Managers -
evaluating and recommending Service
Providers and Contractors to Top/Senior
Management
Change of Clause 2.2.1 - Change of IMS
Organisation Chart for HQ
Change of Clause 3.6.2 – Change of OCP
(Operational Control Procedure) to SOP
(Standard Operating Procedure)

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Table of Content
Cover Page...……………………………………………………………………………………….....1
Approving Authorities…………………………………………………………………………….......2
Revision Record.……………………………………………………………………………..........…3
Table of Content…………………………………………..…………………………………………4
Confidentiality………………………………………………………………………...………..…....5
Issue & Update…………………………………………………………………….…………………5
1.0 Introduction……………………………………………………………………………….....5
1.1 Company Profile……………………………………………………………………………...5
1.2 Purpose of this Manual…………………………………………………..…………...……..5
1.3 Scope of Certification…………………………………………………………..…………….6
1.4 Business Process Overview………………………………………………………..……….7
1.5 Quality, Environmental, Health & Safety Policy………………………………….…...…..8
1.6 Integrated Management System (IMS) Documented Information………………….......9
2.0 Organisation………………………………………………………………………….…….10
2.1 Accountability, Responsibility and Authority……………………………………………..10
2.1.1 Top/Senior Management……...…………………………………………………..10
2.1.2 Management Representative (MR)………………………………………………10
2.1.3 Project Managers…………………………………………………………………..11
2.1.4 WOC – Working Committee………………………………………………….......12
2.1.5 Human Resources……………………………………………………………...….12
2.1.6 Employees………………………………………………………………...………..12
2.2 Organisation Structure…………………………………………………………………......13
2.2.1 Integrated Management System (IMS) Committee Organisation Chart
for Viet Nam …………………………...……………………………………….......13
3.0 Quality, Environmental, Health & Safety Management System………...……...…14
3.1 Leadership and Policy…………………………………………………………………...…14
3.2 Planning…………………………………………………………………………………......15
3.2.1 Risk Management & Objectives Setting…………………………………………15
3.2.2 Environmental Aspect and Impact & Legal Compliance……………………….16
3.3 Implementation and Operation…………………………………………………………….16
3.4 Checking……………………………………………………………………………………..17
3.5 Management Review……………………………………………………………………….17
3.6 Project Management & Property Management Operations Life-Cycle Process……..17
3.6.1 Overall Operations Life-Cycle…………………………………………………….17
3.6.2 Project Management Process…………………………………………………….18
Appendix A: Cross Reference of the Requirements of the ISO 9001:2015, ISO 14001:2015,
OHSAS 18001:2007 Standard and Sections in the QEHS Management System
Manual and Procedures……………………………………………………………..19
Appendix B: Procedures…………………………………………………………………………….28

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Confidentiality
The Quality, Environmental, Health & Safety (QEHS) Management System manual,
procedures and forms are the sole property of Keppel Land Limited (KLL).
Recipients of Keppel Land Limited documents shall protect the confidentiality of all
information regardless of its nature or content, and shall not copy, divulge, or distribute any
documentation either within their organisation or to external third parties without prior
consent and written permission from the Quality, Environmental and Health & Safety
Management Representative.
Issue & Update
The control of this manual is in accordance with QEHSP06 – Control of Documents. Soft
copies of this manual under the organisation’s portal shall be regarded as “Controlled” with
printed copies from the portal are deemed “Uncontrolled”. Uncontrolled copies shall be used
for reference purposes only.
Amendments to this manual shall only be made by the WOC with the approval by the MR.
1.0 Introduction
1.1 Company Profile
Keppel Land Limited, the property arm of Keppel Corporation Limited, is one of the
largest multinational companies in Singapore.
Keppel Land Limited has been contributing to the changing landscape in Viet Nam
and overseas, and makes continuous efforts to create vibrant living and working
spaces for its homeowners, tenants and the general public.
Keppel Land Viet Nam Co. Ltd is a subsidiary of Keppel Land Limited, providing
project management services to property development in Viet Nam.
Keppel Land Limited, and Keppel Land Viet Nam Co. Ltd shall implement the
requirements of the QEHS standard according to the Keppel Land Limited QEHS
manual, procedures and forms.
1.2 Purpose of this Manual
This manual defines the Quality, Environmental, Health & Safety (QEHS)
Management System of Keppel Land Limited for the project management as follows:
a) QEHS policy;
b) accountability, responsibility and authority;
c) QEHS Management System documents and controls;
d) resource allocation and training;
e) periodic internal assessment and management reviews.

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The purpose of this manual is to comply with the requirements of the QEHS standard,
and provide direction for the implementation of the QEHS Management System within
the organisation.
1.3 Scope of Certification
1.3.1 The QEHS Management System is established in line with the requirements specified
in ISO 9001, ISO 14001, and OHSAS 18001 with the following scope:
a) scope of QEHS Management System covers
Provision of project management services to property development
1.3.2 Not Applicable to ISO 9001:2015:
Clause 8.3.2, 8.3.3, 8.3.4d Design and Development of Products & Services, as
& 8.3.5 they are not Project Management core activity; these
processes are managed by appointed Consultants
and/or Contractors. Project Management will establish
appropriate controls for design activities related to
review, verification and changes.
Clause 8.5.3 Project Management does not retain or collects

property belong to customers/external providers.
Clause 7.1.5.2 Project Management does not have any activities

where measurement traceability or validity of
measurement results is a requirement.
1.3.3 Reference documents
The clauses of the following documents are referenced in this document. For other
dated references, subsequent amendments or revised editions are not applicable:
Quality Management Systems Requirements ISO 9001:2015

Environment Management Systems Requirements
with Guidance For Use ISO 14001:2015
Occupational Health and Safety
Management Systems Requirements OHSAS 18001:2007

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1.4 Business Process Overview
The KLL – Project Management should adopt the process approach to integrated
management system. The organization should strive for continual improvement of the
integrated management system through the business process approach modelled as
follows:
Interested Parties
KLL HQ/Management
Planning, Internal Audit, Mgmt Review, Corrective Action, Improvement, Document/Record Control
Project Management Quality,

 Project Initiation Environmental,
 Design Development Health & safety
 Tender Process Management
 Construction System and
 Completion and Handover Documentation
 Final Completion
KLL Continual
HQ/Management Improvement
Management Review
Interested Staff, Regulatory Bodies (MOC, MONRE, MOLISA, MOT, etc.),

Parties Customers (CFU & Marketing), Contractors, Consultants (Architect,
Structure Engineer, M&E Engineer, etc.), , Community, Strategic Partners.
1.5 Quality, Environmental, Health & Safety Policy

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Our QEHS Policy reflects our values and helps us meet our business objectives. As
Keppel Land Limited is the property arm of Keppel Corporation Limited, our policy is
drafted with reference to and is aligned with our corporate policy.
The QEHS Policy is established to ensure their relevance to KLL’s purpose and
context and support KLL’s strategic direction and corporate social responsibility. In

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order to commit towards the above policy, both management and staff are committed
to:
 Continual improvement of the IMS;
 Protection of the environment and prevent environment impact or pollution on
site and the surrounding communities;
 Comply with applicable legal requirements and with other requirements to
which KLL subscribes which relate to its environmental aspects; and
 Set Quality & Environmental objectives and targets to meet the IMS
requirements of KLL’s operations and stakeholders.
1.6 Integrated Management System (IMS) Documented Information
The IMS Documentation and Information structure are established in line with the
requirements specified in ISO 9001, ISO 14001 and OHSAS 18001. This
Management System is documented in three levels:
a) Level 1, the QEHS Management System Manual
- Main and supplementary defined requirements and policies conforming to
the requirements of the International Standards, organisation processes &
responsibilities of the effective implementation of the Management Systems.
b) Level 2, the Procedures
- Show the interactions between processes & support the processes requires
for management system fulfilment.
c) Level 3, Standard Operating Procedures (SOP) and Supporting Information
- SOPs, operation manuals, etc. that support the processes and records
providing evidences of conformance.

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2.0 Organisation
2.1 Accountability, Responsibility and Authority
2.1.1 Top/Senior Management
The Top/Senior management ensures overall effectiveness of the QEHS

Management System for the organisation with the support from the Management
Representative.
The Top management is responsible for:

a) endorsing the QEHS policy;
b) setting organizational goals, QEHS objectives and targets;
c) ensuring adequate resources in the organisation for effective operation and
continual improvement of the QEHS Management System;
d) accountable for ensuring a safe working environment;
e) conducting management reviews; and
f) communicating to the organisation the importance of meeting customers as well
as statutory and regulatory requirements.
2.1.2 Management Representative (MR)
KLL has appointed Deputy Director (Projects Management) Head of Cost & Contracts
as KLVN Quality, Environmental, Health and Safety Management Representative to
ensure overall effectiveness of the QEHS Management System for the organization.
The MR is responsible for:
a) ensuring the Management System requirements are established, implemented
and maintained within the organisation in accordance with the ISO 9001, ISO
14001 and OHSAS 18001 standards;
b) reviewing the effectiveness of the Management System with the Working
Committee – WOC;
c) coordinating, reviewing and consolidating results of the internal assessments;
d) coordinating the management review meeting at least once yearly; and
e) organising and conducting periodic meeting with the WOC to review the
implementation of Management System, its continuing suitability, adequacy,
effectiveness and continual improvement.

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2.1.3 Project Managers
The Project Managers (regardless of designation), are to plan, organise, co-ordinate

and control operational activities for project management and their responsibilities to
the QEHS Management System are as follows:
a) reviewing the details of specifications and contracts;
b) evaluating and recommending Service Providers, Consultants and Contractors to
Top/Senior Management;
c) liaising with all Service Providers, Consultants and Contractors to ensure the
contracts can be completed in accordance with the specified requirements;
d) implementing and monitoring the EHS Management Programme;
e) ensuring effective implementation of the QEHS Management System for the
works;
f) resolving problems encountered during the works (e.g. any significant
environmental & safety issues);
g) complying with the new statutory requirements and implementing them
accordingly; and
h) monitoring and evaluating the quality, environmental & safety performance of the
Service Providers, Consultants and Contractors.
i) determine the knowledge necessary for the operation of the processes and to
achieve conformity of products and services

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2.1.4 WOC – Working Committee
The WOC are members appointed by Top/Senior Management to ensure the

effectiveness of the QEHS Management System for the organisation.
The WOC is responsible for:

a) controlling, issuing and updating the management system documentation;
b) taking necessary action from staff suggestions to improve the management
system and implementing these where applicable;
c) informing staff of the QEHS Management System developments;
d) facilitating the effective implementation of QEHS with stakeholders;
e) monitoring and reporting on the performance of the management system for
review and improvement;
f) identifying the training needs for the staff;
g) ensuring compliance to legal & other requirements;
h) implementing the QEHS policy and objectives & targets;
i) reviewing complaints or feedback, nonconformities, corrective and preventive
actions;
j) holding regular meeting on QEHS Management System matters; and
k) assisting the MR to ensure the suitability, adequacy and effectiveness of the
QEHS Management System.
2.1.5 Human Resources
The function of Human Resource is supporting the project management to ensure the
effectiveness of the QEHS Management System by:
a) retaining employee medical examination records;
b) retaining employee QEHS training records;
c) generate and submit the incidents reporting to the authority; and
d) administering the Work Injury Compensation process.
2.1.6 Employees
All employees are responsible for:

a) working in accordance with the documented QEHS Management System
procedures and specific responsibilities defined in the procedures;
b) identifying environmental aspect and risk at the workplaces; and
c) reporting matters or deviations associated with Quality, Environmental, Health &
Safety issue to the MR.

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2.2 Organisation Structure
2.2.1 Integrated Management System (IMS) Committee Organisation Chart for Viet
Nam

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3.0 Quality, Environmental, Health & Safety Management System
3.1 Leadership and Policy
Keppel Land Limited (KLL) is committed to our Vision “To be the leading real estate
company shaping the best for future generations”.
Management communicates organisational direction, values, goals and policies

regarding this, and supports staff involvement, teamwork and development at all
levels, to enable staff members to achieve the goals and objectives.
Supporting the Management is the WOC who monitors and reviews IMS performance
based on analyses of assessment results and inputs on process quality reviews from
project management. At the respective locations, the Project Managers take action to
achieve IMS requirements and continually track the performance.
In designing the IMS and the scope of the IMS, KLL has taken into consideration the
following that are relevant to the IMS and may affect its ability to achieve the intended
results of the IMS:
 External/internal issues that are relevant to KLL’s purpose and strategic
directions;
 Needs & expectations of interested parties;
 Risks/opportunities that may affect the delivery/conformity of products/
services; and
 Customer & applicable statutory/regulatory requirements.
The scope of the IMS in Section 1.3 and QEHS Policy in Section 1.5 has been
established taking into consideration the above. KLL has identified the processes
needed for its IMS (See Section 1.4), determined the sequence and interaction of
these processes, including criteria and methods required to ensure the effective
operation and control of these processes.
The QEHS Policy provides the framework for setting and reviewing QEHS objectives
& targets, and will be maintained, implemented and communicated to all employees
of Keppel Land Limited.
Management conducts periodic reviews (including management review) to monitor,

measure and analyse these processes and initiate appropriate plans to achieve both
the planned outputs and continual improvements.

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3.2 Planning
3.2.1 Risk Management & Objectives Setting
The internal and external context of organization affects the decision and
determination of KLL’s risk and opportunities where strategies and action plans are
determined. See figure below.
Stakeholders
External Internal
Context Context
Risk &
Opportunities
Strategies/Action
Plan
Objectives
Development
Objectives Review
and Approval
Dissemination of
Objectives to
Organization
The planning process includes establishing the QEHS policy, identifying objectives &
targets, establishing appropriate management programmes to achieve the objectives
& targets, identifying and updating of risk identification & impact assessment, and
updating the register of legal and other requirements.
KLL identifies risks and opportunities with respect to their product and service quality
during KLL’s review of business strategies. During this review, KLL management will:
 Establish actions that are proportionate to the actual/potential impact on the
conformity of products and services to address the risks and opportunities;
 Integrate and implement these actions into its IMS processes; and
 Evaluate the effectiveness of these actions
The outputs of the review are documented in the Risk/Opportunity Assessment Matrix
and related documents.

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3.2.2 Environmental Aspect & Impact and Legal Compliance
KLL’s identifies and evaluates the environmental aspects of its activities and services
that it can control and which it can be expected to have an influence and include:
 Activities of all personnel having access to the workplace (including
contractors and visitors)
 Facilities at the workplace.
The environmental aspect and impact assessment takes into consideration the
following, but not limited to:
 Environmental pollution, resource depletion, waste generation
 Concerns of interested parties and the local community
 Compliance to applicable legislation, regulation and other requirements.
The environmental aspect and impact assessment should be evaluated and the
results should be used in the setting, reviewing and prioritising of EMS objectives &
targets and EMS management programmes and in the review of QEHS Policy.
Relevant information on the environmental impact identified will be communicated to
all staffs and interested parties (e.g. contractors, consultants, etc.).
In addition, KLL ensures that legal and other requirements applicable to the
environmental aspects of its activities and services are identified and maintained up
to date. A register of Environmental Legislation, Regulation and Other Requirements
is maintained and reviewed periodically to ensure applicable legislation, regulation
and other requirements are updated and communicated to relevant personnel/
contractors to keep them abreast of the changes made from time to time, so as to
facilitate compliance.
Evaluations of compliance to the applicable legal requirements are carried out and
records of such evaluation are maintained.
3.3 Implementation and Operation
In determining the operations and services support needed for the IMS, KLL identifies
the key processes/supporting processes and takes into consideration the following:
 clearly define the roles, responsibilities and authorities of key personnel
 capabilities of, and the constraints on existing internal resources such as
people, infrastructure, and environment for the operational processes
 monitoring and measuring resources, organizational knowledge needed and
support/control of external providers
 life cycle perspective of its environmental requirements (project management
activities, etc.) considering all environmental and social issues associate with
those to avoid short term decisions that lead to environmental degradation
 stipulation of operating criteria in the system operating procedures and
supporting documentations
 establishment and maintenance of procedures and supporting
documentations related to the identified significant environmental impact, in
order to eliminate or reduce the risks at their source
 establishment of KLL EMS/Health & Safety Specifications for contractors &
communication of relevant procedures and requirements to contractors

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 need for changes will be reviewed on their potential consequences and
carried out in a planned manner.
 establish, implement and maintain the process needed to prepare for and
respond to potential emergency situations.
The work environment does not have adverse effects to the products or services.
The fan and/or air-conditioning system is provided for the comfort of the staff. The
maintenance of the air-conditioning system in the site office is being carried out by
external contractors on a regular basis.
A computer network system has been established to provide an infrastructure to

coordinate the various activities in the organisation. The information is loaded in
the main server for reference and easy retrieval.
The network hosting the server is monitored for known viruses, advance persistent
threats and external network attacks by Group Security Operation Centre.
3.4 Checking
The organisation should monitor and measure the key characteristics of its operations
and activities on a regular basis. The QEHS performance results should include
nonconformities, corrective actions and effectiveness of actions to address
risks/opportunities. A periodic internal assessment and management review should
be part of the checking process of the QEHS Management System.
The monitoring of customers satisfaction is conducted through various means (such

as the use of internal stakeholders’ survey, etc.) deemed appropriate by the
management. The information is reviewed during the following annual management
review meeting.
The monitoring of external provider performance is conducted through performance

assessment exercise
3.5 Management Review
The organisation should review the QEHS Management System periodically to ensure
its suitability, adequacy and effectiveness which includes assessing the past year’s
and current year’s QEHS performance with respect to changes in legal legislation,
opportunities for improvement and the need for changes to the QEHS policy and
objectives.
3.6 Project Management Operations Life-Cycle Process
3.6.1 Overall Operations Life-Cycle
Project Design Procurement Construction Defects

Management Management

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3.6.2 Project Management Process
The stages of Project Management are as follows:
Stage Project Management Phase
01 Feasibility
02 Project Initiation
03 Design Development
04 Tender Process
05 Construction
06 Completion and Handover
07 Final Completion
The project management process is structured in a chronological order starting from

feasibility stage till final handover and project closure. KLL is responsible to select
consultant to work closely with KLL team to ensure effective completion of
development projects.
KLL has established Standard Operating Procedures that are being adopted during
these phases. The rest of the project management processes can be found in the
project management guidelines which are used as reference during the project
development period.
Every development project is unique and it is managed by an assigned Project

Manager who manages and liaises with both the internal and external team. The
Project Manager monitors and captures the progress of the development project
through project implementation plan. He constantly made references to project
management procedures to ensure consistency of work process.

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Appendix A: Cross Reference of the Requirements of the ISO 9001:2015, ISO 14001:2015, OHSAS 18001:2007 Standard
and Sections in the QEHS Management System Manual and Procedures
QEHS Manual Procedure

ISO 9001:2015 Clauses ISO 14001:2015 Clauses
Section No. Document No.
4.1 Understanding the organization and its 4.1 Understanding the organization and its 1.4 -
context context
4.2 Understanding the needs and 4.2 Understanding the needs and 1.4 -
expectations of interested parties expectations of interested parties
4.3 Determining the scope of the quality 4.3 Determining the scope of the 1.3 -
management system environmental management system
4.4 Quality management system and its 4.4 Environmental management system 1.4 -
processes
5.1 Leadership and commitment 5.1 Leadership and commitment 3.1 -
5.1.1 General 3.1 -
5.1.2 Customer Focus 3.1 -
5.2 Policy 5.2 Environmental policy 1.5 -
5.2.1 Establishing the quality policy 1.5
5.2.2 Communicating the quality policy 1.5 QEHSP04

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5.3 Organizational roles, responsibilities and 5.3 Organizational roles, responsibilities and 2.0 -
authorities authorities
6.1 Actions to address risks and opportunities 6.1 Actions to address risks and 3.2 -
opportunities
6.1.1 General 3.2 -

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6.1.2 Environmental aspects 3.2.2 EHSP01
6.1.3 Compliance obligations 3.2.2 EHSP02
6.1.4 Planning action 3.2.2 -
6.2 Quality objectives and planning to achieve 6.2 Environmental objectives and planning to 3.2.1 -
them achieve them
6.2.1 Environmental objectives 3.2.1 -
6.2.2 Planning actions to achieve environmental 3.2.1 QEHSP03

objectives
6.3 Planning of changes 3.2.1 -
7.1 Resources 7.1 Resources 3.3 -
7.1.1 General 3.3 -
7.1.2 People 3.3 -

7.1.3 Infrastructure 3.3 -
7.1.4 Environment for the operation of 3.3 -

processes
7.1.5 Monitoring and measuring resources 3.3 -
7.1.6 Organizational knowledge 2.1.3 & 2.1.4 -

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7.2 Competence 7.2 Competence 2.0 QEHSP05
7.3 Awareness 7.3 Awareness 2.0 QEHSP04
7.4 Communication 7.4 Communication 3.3 QEHSP04
7.4.1 General 3.3 QEHSP04
7.4.2 Internal communication 3.3 QEHSP04
7.4.3 External communication 3.3 QEHSP04
7.5 Documented information 7.5 Documented information 1.6 QEHSP06

QEHSP07
7.5.1 General 7.5.1 General 1.6 QEHSP06

QEHSP07
7.5.2 Creating and updating 7.5.2 Creating and updating 1.6 QEHSP06
QEHSP07

7.5.3 Control of documented information 7.5.3 Control of documented information 1.6 QEHSP06
QEHSP07
8.1 Operational planning and control 8.1 Operational planning and control 3.6 QP01
EHSP10

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8.2 Requirements for products and services 8.2 Emergency preparedness and response 3.3 QP01
EHSP08
8.2.1 Customer communication 3.6 QP01

QEHSP04
8.2.2 Determining the requirements for products 3.6 QP01

and services
8.2.3 Review of the requirements for products 3.6 QP01

and services
8.2.4 Changes to requirements for products and 3.6 QP01

services
8.3 Design and development of products and 3.6 QP01

services
8.3.1 General 3.6 QP01
8.3.2 Design and development planning NA

8.3.3 Design and development inputs NA
8.3.4 Design and development controls 3.6 QP01
8.3.5 Design and development outputs NA
8.3.6 Design and development changes 3.6 QP01

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8.4 Control of externally provided processes, 3.3 QP01
products and services
8.4.1 General 3.3 QP01
8.4.2 Type and extent of control 3.3 QP01
8.4.3 Information for external providers 3.3 QP01
8.5 Production and service provision 3.6 QP01
8.5.1 Control of production and service provision 3.6 QP01
8.5.2 Identification and traceability 3.6 QP01
8.5.3 Property belonging to customers or NA

external providers
8.5.4 Preservation 3.6 QP01
8.5.5 Post-delivery activities 3.6 QP01

8.5.6 Control of changes 3.6 QP01
8.6 Release of products and services 3.6 QP01
8.7 Control of nonconforming outputs 3.6 QEHSP11
9.1 Monitoring, measurement, analysis and 9.1 Monitoring, measurement, analysis and 3.4 QP01
evaluation evaluation

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QEHSP09
9.1.1 General 9.1.1 General 3.4 QP01

QEHSP09
9.1.2 Customer satisfaction 9.1.2 Evaluation of compliance 3.4 EHSP02
9.1.3 Analysis and evaluation 3.4 QP01

QEHSP09
9.2 Internal audit 9.2 Internal audit 3.4 QEHSP12
9.2.1 9.2.1 General 3.4 QEHSP12
9.2.2 9.2.2 Internal audit programme 3.4 QEHSP12
9.3 Management review 9.3 Management review 3.5 QEHSP13
9.3.1 General 3.5 QEHSP13

9.3.2 Management review inputs 3.5 QEHSP13
9.3.3 Management review outputs 3.5 QEHSP13
10.1 General 10.1 General 3.4 QEHSP13
10.2 Nonconformity and corrective action 10.2 Nonconformity and corrective action 3.4 QEHSP11

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10.2.1 3.4 QEHSP11
10.2.2 3.4 QEHSP11
10.3 Continual improvement 10.3 Continual improvement 3.5 QEHSP13

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OHSAS 18001:2007 Clauses
4.1 General Requirements -
4.2 OHSAS Policy 1.5 -
4.3 Planning 3.2 -
4.3.1 Hazard Identification, Risk Assessment and Determining Controls - EHSP01
4.3.2 Legal and Other Requirements - EHSP02
4.3.3 Objectives and Programmes - QEHSP03
4.4 Implementation and Operation 3.3 -
4.4.1 Resources, Roles, Responsibility, Accountability and Authority 2.1 -
4.4.2 Competence, Training and Awareness - QEHSP05
4.4.3 Communication, Participation and Consultation - QEHSP04
4.4.4 Documentation - QEHSP06
4.4.5 Control of Documents - QEHSP06
4.4.6 Operational Control - EHSP10
4.4.7 Emergency Preparedness and Response - EHSP08
4.5 Checking 3.4 -

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OHSAS 18001:2007 Clauses
4.5.1 Performance Monitoring and Measurement - QEHSP09
4.5.2 Evaluation of Compliance - QEHSP09
4.5.3.1 Incident Investigation - QEHSP11
4.5.3.2 Nonconformity, Corrective Action and Preventive Action - QEHSP11
4.5.4 Control of Records - QEHSP07
4.5.5 Internal Audit - QEHSP12
4.6 Management Review 3.5 QEHSP13

REVISION NO.: 03
REVISION NO.: 03
Appendix B: Procedures
Document No. Document Title
EHSP01 EHS Risk and Impact Assessment
EHSP02 Legal and Other Requirements
QEHSP03 QEHS Management Programme
QEHSP04 Internal & External Communication
QEHSP05 Competence, Training and Awareness
QEHSP06 Control of Documents
QEHSP07 Control of Records
EHSP08 Emergency Preparedness and Response
QEHSP09 QEHS Monitoring and Measurement
EHSP10 Operational Control
QEHSP11 Nonconformity, Corrective Action & Incident Investigation
QEHSP12 Internal Assessment
QEHSP13 Management Review
QP01 Project Management Process

REVISION NO.: 03

Keppel Land Limited: Document No.: Qehsms01 Revision No.: 03 Revision Date: 8 April 2019

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Keppel Land Limited

Quality, Environmental, Health & Safety

Document No. : QEHSMS01

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

Approved by: President (Viet Nam)

Head, Projects Management (Viet Nam)

Deputy Director, Projects Management (QEHS MR)

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

Revision Revision Description Revised By

00 12 Feb 18 First issue (conversion to ISO 9001:2015, ISO WOC

01 16 Mar 18 Clause 3.3 – added IT protection WOC

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

Issue & Update

1.1 Company Profile

1.2 Purpose of this Manual

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

1.3 Scope of Certification

1.3.2 Not Applicable to ISO 9001:2015:

Clause 8.5.3 Project Management does not retain or collects

Clause 7.1.5.2 Project Management does not have any activities

1.3.3 Reference documents

Quality Management Systems Requirements ISO 9001:2015

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

Project Management Quality,

Interested Staff, Regulatory Bodies (MOC, MONRE, MOLISA, MOT, etc.),

1.5 Quality, Environmental, Health & Safety Policy

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

1.6 Integrated Management System (IMS) Documented Information

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

2.1 Accountability, Responsibility and Authority

2.1.1 Top/Senior Management

The Top/Senior management ensures overall effectiveness of the QEHS

The Top management is responsible for:

2.1.2 Management Representative (MR)

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

The Project Managers (regardless of designation), are to plan, organise, co-ordinate

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

The WOC are members appointed by Top/Senior Management to ensure the

The WOC is responsible for:

2.1.5 Human Resources

All employees are responsible for:

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

3.1 Leadership and Policy

Management communicates organisational direction, values, goals and policies

Management conducts periodic reviews (including management review) to monitor,

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

3.2.1 Risk Management & Objectives Setting

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

3.3 Implementation and Operation

DOCUMENT NAME: QEHS MANAGEMENT SYSTEM MANUAL

A computer network system has been established to provide an infrastructure to

The monitoring of customers satisfaction is conducted through various means (such

The monitoring of external provider performance is conducted through performance

3.5 Management Review

3.6 Project Management Operations Life-Cycle Process