Quality Policy – Rolls-Royce

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Principles

Rolls-Royce upholds a global reputation for quality as one of the leading technology companies in the world, providing power solutions and services.
In order to uphold our reputation and competitiveness we must make sure our whole organisation is effective in consistently delivering our commitments at the level of quality expected by our customers, employees, shareholders, suppliers and communities.
Our Rolls-Royce Management System (RRMS), launched across the Group in 2021, is the foundation for meeting our commitments consistently. It underpins key aspects of personal and product safety. More than just a process landscape, it is our systemised way of working, enabling the Company to operate with agility and efficiency in a forever changing world.
The RRMS, its digital platform and the methodology on which it is based:
- is fully aligned with our strategic direction;
- is easily accessible and applies to everyone across the Company;
- enables us to provide solutions, products and services that satisfy all our customer, regulatory and statutory requirements;
- is a baseline for continuous improvement;
- is the single source of truth and connects all working procedures, standards and systems we are required to follow; and
- Enables us to deliver on our behaviours.
We focus our quality objectives to satisfy our tactical and strategic needs.
Every employee has the accountability for delivering on their commitments, maintaining compliance and for ensuring that the expected level of quality is achieved.
We are all the first line of defence for assuring quality, proactively shaping the RRMS to reduce risk and drive efficiency and effectiveness.
We adopt industry standard and other good practice, recognise synergies and accommodate these where appropriate.
We measure the performance of our processes, systematically embedding the learning from this back into our RRMS, working practices and organisational capability.
We ensure that our suppliers are approved and managed using our RRMS and that they understand our expectations for confidence and consistency in quality.

We

familiarise ourselves with the RRMS to understand those processes and any other associated working standards or instructions which are applicable to us, and follow them;
understand our contribution to the effectiveness of the RRMS (including any associated working standards or instructions) and proactively engage in continuous improvement;
understand the benefits of improved quality performance, recognising the potential consequence of non-compliance;
speak up, whether we work in an office, a factory or any other location if we feel we are not meeting our quality commitments and requirements or that we cannot comply with the RRMS; and
read the introduction to our Code and Group Policies to understand to whom they apply and the consequences for breaching them.

Leaders

In addition to the general expectations of leaders set out in the introduction to our Code and Group Policies, leaders:

encourage employee feedback to improve quality performance and by speaking up to report problems, issues, or any concerns relating to quality;
ensure their teams understand the contribution they make to both quality and the effectiveness of the RRMS;
when launching task and embarking on improvement, start by reviewing the RRMS;
when completing a task or improvement, ensure any learning has been fed back into the RRMS and any other associated working standards or instructions; and
provide the knowledge, tools and guidance to help everyone play their part in achieving the required level of quality.