Berlin Packaging UK is a business established during the early 1950’s with a Headquarter facility based in Hadleigh Suffolk and satellite operations in Edinburgh and South Africa, with a common goal to be the best provider of packaging products to the key markets served.

The client base primarily utilises glass, metal and plastic containers, with the supporting closures, sealing, dispensing systems, decorated, core and bespoke products, along with the supporting machinery and technical/logistical support necessary.

We aim to continually improve the service we provide to meet or exceed our client’s requirements and to service, with products, that we can justifiably be proud of.

Berlin Packaging UK aims to achieve the above by operating a Quality and Food Safety Management System that complies with the ISO 9001:2015 International Standard, BRC Global Standard for Storage and Distribution, issue 4 & BRC Global Standard for Agents & Brokers, issue 3.

We have a commitment to meet/exceed the requirements of our clients and supply partners, to learn from the customers feedback, as well as to endorse all the necessary legal and regulatory requirements to facilitate our safe and legal storage and distribution of products to our customers. We commit to ensuring the continual development of the system and helping to ensure it remains effective. This is verified through our review processes and audits in place.

Only by providing an outstanding service with product quality, with support, will we achieve our aims of long-term success and sustained improvements.

It is the responsibility of our senior management team to ensure the effective implementation and effectiveness of the quality management system.

The company provides the necessary tools/ training and has established processes and procedures to assist all employees/colleagues, to achieve the standards required. The Quality Team are responsible for monitoring the quality system and reporting regularly to the Technical Director, on the system’s performance, status and effectiveness.

The objectives of the company are set out in the Annual Business Plan. The objectives for individual roles are to carry out the works to the satisfaction of the business, the clients and our supply partners and in accordance with the key expectations as communicated.

Although the CEO has the overall responsibility for Quality, all employees/colleagues have the responsibility to ensure that Quality is embedded in everything that we do.

Policy Support

To support our policy, we can demonstrate our commitment through the following,

· Business strategy plans and meetings – Demonstrated by our annual business plan and departmental goals.

· Executive meetings – Monthly & Quarterly to have minutes demonstrating that we are reviewing our business plan and adjusting/modifying to accommodate change.

· Environmental goals and communications – Our commitments to promote economic, social and environmental welfare in all areas in alignment with UN SGDs. Our Sustainability team promote environmental efficiency from cradle to gate using an LCA package and promote projects to reduce waste etc.

· Information provided on the organization’s website – To have an evidenced senior team commitment and ISO 9001:2015 certificate displayed.

· Monthly reports, management reviews and reports.

· Other documented information – Complaints analysis/supplier reviews/improvement plans, training matrix, NPS client review.

We demonstrate our continuous and active communication to everyone in the organization, that the need to meet customers’ expectations is key.

The Executive Management commitment towards the QMS is to lead by example by,

· Establishing and maintaining the policy and objectives aligned to the strategic direction.

· Integrated quality, environmental and health and safety requirements e.g. system architecture, business model, process model, organization footprint, functional alignment.

· Promoting the process approach and risk-based thinking that takes into account all risks to the product, end user, the business and all other parties with an interest in the business’ activities. Risks are identified through end to end review of the product from development to delivery based on process flow.

· Supporting department owners in their process management activities e.g. deployment, governance, process evaluation, process improvement.

· Enabling resources, including people, required for an effective QMS e.g. resource planning, workload, priorities, constraints, balance, organization flexibility, business benefits, organization growth.

· Communicating the importance of conformity to the QMS.

· Creating an environment for continual improvement, e.g. proactive – product/service/process implementation and improvement initiatives, improvement projects, waste reduction, process re-engineering, cost reduction etc., and reactive – acting on process performance results, audit findings and complaints.

· Supporting other relevant management roles through organization hierarchy, trust, empowerment, responsible delegation, coaching, sharing knowledge, removing barriers, route to escalation.

· Training Identification of skills requirements and provision of training and personnel development to continually develop the skills and capabilities of our staff.

Customer Focus

Customer focus involves us determining the customer requirements and ensuring that processes exist to meet the requirements and achieve customer satisfaction. We evaluate how well we do this through an annual NPS /Customer Review process.

The objective of the business is to satisfy our customers by ensuring a process exists to achieve the following:

· Identifying customer requirements

· Meeting customer requirements

· Enhancing customer satisfaction

Our Management commitment toward customer focus:

· External requirements are determined understood and met e.g. contracts, legislation needs, benchmarking and comparisons, NPS surveys, customer satisfaction, market intelligence, future trends, to anticipate our customer expectations.

· Risks and opportunities: e.g. competition, our capability, resourcing plans, barriers to market, investment, business continuity, innovation, future trends, planning for changes, new technology, new products/services, building on current strengths.

· Focus on enhancing customer satisfaction is maintained e.g. building relationships across multi-layers of our clients, responding to customer feedback, measuring customer performance, analysing our complaint profile, evaluating of repeat business and identifying opportunities for strengthening the organization.

· Customer perception (determined by the customer) and customer satisfaction (measured by the organization) are aligned.

· Product conformity and food safety for products intended to come into contact with food is ensured (eg. Migration certification, verification of migration testing, food contact conformance statements & Certificate of Conformance/Analysis).

· Service conformity and on-time delivery performance are measured e.g. defining performance criteria, ensuring that this flows down across the organization, setting targets, data capture, data reporting, management review and communication.

· Action is taken when product and service conformity and on-time delivery performance are not achieved e.g. ownership, containment, root cause, resources are available to support, nonconformity and corrective action, and continual improvement.