GUIDE TRA.4.

PARTNERS
SUPPLIERS AND SUBCONTRACTORS

GIE BY Construction Purchasing carries out purchasing services on behalf of BY Construction entities. It has the same
constraints as all suppliers and subcontractors, in particular in terms of planning and results obligations.

GENERAL ORGANISATION GENERALITIES

LAUN CHI N G

After the transfer meeting and/or as early as possible before the beginning of the work, the Project Director organises the
Purchasing (supplies, services and subcontracted work) launching meeting.

Objective:

1. To define and implement the Purchasing strategy.

2. To allocate resources.
3. To specify the responsibilities and to plan the activities and decisions.

In particular, it is necessary to:

identify supplies or works which will be carried out via subcontracting,

follow up and oversee the purchasing process of these packages until project order,
analyse results,
make use of the company database.

Purchases carried out by BBI are compliant with specified requirements of the contract and with Bouygues Group QSE and
Sustainable development values.

It concerns all products, work and services included in the composition of the work and/or participating directly in the
execution of the projects:

supplies and materials incorporated in the work,

plant & equipment, in particular of production, direct and indirect,
temporary site installations,
subcontracted services and works.

RESPON SI BI LI TI ES

The Project Director organises and allocates the resources of the Purchasing interface between the project and GIE Bouygues
Construction Purchasing. For this purpose, a Project Purchasing officer can be appointed, and placed under his authority.

Purchases can be carried out directly by the project, under the authority of the Project Director, or entrusted to GIE Bouygues
Construction Purchasing.

Supported by its global purchasing portals, GIE Bouygues Construction Purchasing looks for and selects reliable and
competitive suppliers which allow them to improve the competitiveness of commercial bids and to propose offers and solutions
answering the requirements and strategy of the Project to production managers.

BBI Logistics Department provides the transportation of all materials and plant and equipment between the suppliers place of
provenance and the site (door-to-door) in accordance with international codes and standards relating to carriage and logistics.

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SUPPLIES PURCHASES

Purchases of supplies are carried out by, or under the responsibility of the Project Production manager when the act of
purchase is entrusted to one or several Purchasing portals of GIE Bouygues Construction Purchasing.

DEFI N I TI ON AN D REQUI REM EN T FORM ULATI ON

Products are identified based on the required specifications in the written and graphic documents, as well as the code of
practice, standards and regulations in force, and possible BBI directives.

Supplies are identified as follows:

those which shall be incorporated in the work (concrete, rebar, tiles, equipment),
those being used for the construction of provisional works, site installations and temporary works (sheet pile, piers,
scaffolding) and fall under the responsibility for the company,
those requiring the input of manufacturer in product definition (example: prefabricated elements, safety equipments),
those necessary for personal and collective protection of parties involved (PPE, installations),
office and service supplies intended for the head office and site and not directly related to the works (office supplies
and equipment, IT).

This phase serves as a basis for procurement development.

Supplies duly described both in quality and in quantity by the Production Manager, the associated purchasing specifications, as
well as the expected reply date are summarised on a purchase request (tender request) form and transmitted to the
Project Purchasing officer or the person in charge of GIE Bouygues Construction Purchasing (purchasing portal).

PRODUCT APPROVAL

The production manager prepares a list of supplies requiring approval for the package that he is responsible for. Then he leads
the product approval procedures according to the contract requirements.

The supplies are identified as follows:

those that must be approved by the client or its representatives (object of the contract),
those that must be approved by the company.

A schedule and coordination tools are established according to the progress of work requirements to ensure the control of
approvals and the conformity of supplies.

SELECTI ON OF SUPPLI ERS

The Project Purchasing officer or the Production Manager may use an updated selected suppliers file (local, geographic or
corporate), or widen the prospection according to the purchasing strategy adopted by the project.

Audits are carried out upstream, and as many as necessary, as soon as a possible risk is identified concerning the product or
the supplier.

These audits also aim to check and assess the capability of the pre-selected supplier to carry out and respect the prerequisites
associated with the order

GIE Bouygues Construction Purchasing centralises these data through I.Valua and HA Plus software, especially with regards
to the following points:

their ethics,
their ability to react to any unexpected event during the course of the project, acceleration request and modification of
services, in particular.

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The shortlisted suppliers are selected on the basis of:

their competences and production capacities,

their ability to fulfil the contract and project requirements,
their financial soundness,
their potential capacity to react to any request for acceleration generated by the project or its environment, including in
the event of force majeure,
their capability to integrate under the contract conditions, or after adaptation, all modifications of services or associated
criteria, at BBIs or at the Clients request,
and more specifically, their ability to apprehend and integrate the specific project risks, especially in terms of logistics,
transport, and all other possible related services,
their respect of ethics.

TEN DER

The tender systematically includes BY Construction Sustainable Development Supplier Charter.

Tender result is presented to the Project Director who ensures that offers from portals have indeed been taken into account
(refer to decisions of launching meeting).

The Project Director checks the conformity of the offer with the tender criteria, and validates or raises additional requirements
before formalising the order with the supplier.

ORDER PLACEM EN T

At the conclusion of the negotiation, the Project Purchasing officer or the Production Manager prepares an order in accordance
with BBI arrangements. Special conditions including associated Quality, Safety and Environmental (QSE) requirements,
negotiated with the Subcontractor, are attached with the order.

The Sustainable Development Supplier Charter is attached to the order.

Before the signature of the order, the purchasing officer or the signatory ensures that the definition of the supply or the
ordered services is in accordance with the specifications instructions and the specified requirements and criteria.

The Project Purchasing officer or the Production Manager retrieves and collates the materials safety data sheets for the
products concerned, in accordance with measures adopted by the project.

Each purchased product is listed in a product sheet resuming the approval/endorsement of recognised organisations. This
sheet is managed in accordance with the project organisation and strategy.

Criteria associated with the order for protecting the Project from a logistical failure of the supplier are indicated in the order
(impact on the programme or fulfilment of requirements, even if the contract is solid in terms of legal or financial
responsibility).

PRE-ACCEPTAN CE - ACCEPTAN CE OF SUPPLY

Acceptance by the recipient requires written record (signature on a goods delivery note, a statement of delivery) confirming
the act and the results of checks.

When necessary, in particular due to the specificities of the product, the purchasing officer assisted if necessary by the portal
purchasing officer, plans, organises, allocates resources and arranges for investigations and inspections to be carried out at
the suppliers premises to ensure an upstream compliance of the order arrangements, especially with regards to conformance
and respect of deadlines. In some cases, external expertise (consultants) is called in to organise and carry out investigations.

These investigations provide a certain guarantee on the conformity of the order, and are coordinated by the production team
and the representatives of GIE Bouygues Construction Purchasing (in particular the Purchasing portals). These investigations
and inspections can in particular be based on an inspection and verification by means of dry lay (mock assembly) at the
suppliers premises, and validation according to criteria specified by the project (homogeneity, dimensional tolerances, aspect,
packaging).

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ASSESSM EN T

Assessment of subcontractors / suppliers is carried out at the end of each provided service (SC/suppliers assessment
form) for each project and consolidated where necessary at the country level.

An annual synthesis forming part of the Management Review (Project by default) then transmitted to BYBI QSE Department,
so as to share at the Corporate level (Polybr@in database), those suppliers and subcontractors likely to meet our expectations
and contribute to BBI performances in other establishments than those where they have been identified and assessed.

For a supplier whose service is not up to expectation, or in the event of non respect of the charters requirements, or having
entailed significant negative contractual impacts, the Project Management shall inform GIE Bouygues Construction Purchasing.

PRODUCT AN D/ OR SUPPLI ER I M POSED BY THE CLI EN T

A tender is carried out during the design or construction phase to check the price level of the imposed service.

Its potential risks are analysed.

This analysis allows the project to decide on the operational and contractual measures to be deployed to eliminate the risks
generated by a supplier and/or a product imposed by the client.

CLI EN TS RI GHTS

When the contract imposes it, the supplier shall be informed of the clients rights to check the supplies on the production site
or upon delivery to the work site.

When the contractor or the Client proposes the inspection of supplies at the supplier premises, the contractor shall specify the
inspection arrangements and the methods for releasing the supplies.

PROCEDURE RELATI N G TO HAZARDOUS PRODUCTS

In accordance with the international referential relating to the carriage of dangerous goods and to ensure the control of such
products with regards Safety and Environment; the supplier is bound to declare the presence of dangerous substances in its
supplies as well as their class of dangerousness.

PAYM EN T CON TROL

The Production manager and/or the Purchasing officer follow up on the execution of the service. He/she is in charge of
ensuring that the order requirements in administrative and financial terms are respected, both as far as BBI or its third parties
obligations are concerned, and the suppliers obligations.

It is particularly the case with regards to the supplier payment terms and conditions.

More specifically, the Production manager, and his/her possible contacts within GIE Bouygues Construction Purchasing,
ensures the continual maintenance of a high quality of relationship between the supplier and the project.

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PROJECT /PORTALS PURCHASING INTERFACE

It is about defining the way in which GIE Bouygues Construction Purchasing portals (international portals and specialised and
industrial portals) are approached by Project Purchasing officers during extended call for tenders (Purchases of supplies abroad
and specific subjects: lifts, equipment) both as support for sourcing, negotiating, and buying in their geographical areas of
prospection and their product portfolio. The Project Purchasing officer (if necessary) is appointed by the Project Director, to
whom he reports. By default, this responsibility is undertaken by the various production staff in charge of purchases on the
project for the scope and perimeter that relates to them.

SUBM I TTI N G THE FI LE TO THE PURCHASI N G PORTALS OF GI E BOUYGUES CON STRUCTI ON PURCHASI N G

At the same time that the Project Purchasing officer (if necessary) launches his/her call for tender locally; he/she approaches
the portals through a purchase request (tender request).

The Project Purchasing officer can prior to this, identify eligible purchases in the portals through the eligible purchases from
portals mapping document made available by GIE Bouygues Construction Purchasing.

To draw up his/her request, the Project Purchasing officer prepares the following:

the QEB (product description, references, quantities),

standards requirements,
objectives to be achieved in terms of budget,
the decision programme,
the delivery or intervention programme.

This information will be subsequently used by the portal as criteria to judge the relevance of an extended tender in its
geographical area.

ELI GI BI LI TY OF A PURCHASE FI LE

The eligibility of a purchase via the portals goes through two filters:

1st filter: Project level (Project Purchasing officer)

The Project Director validates the requests in line with project purchasing strategy.

The Project Purchasing officer may rely on the Central Portals Department of GIE Bouygues Construction Purchasing to
confirm/her decision.

2nd filter: Portals level

The Project Purchasing officer transmits his/her request to the identified portal. It must contain all relevant information,
necessary and sufficient for a proper analysis of the need by the portal.

The response for the acceptance or rejection of a purchase file in a portal is given under one week maximum.

In the event that the portal rejects the file, it must be explained (for example: unfavourable unit of transport, inadequate
deadline) and documented by e-mail to the Project Purchasing officer who shall inform the project production staff in charge.

TEN DER REQUEST

The tender request must be written in English unless otherwise agreed with the portal.

TEN DER FI LE

The tender file includes at minima:

the detailed bill of quantities, QEB,

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the summary description of needs, technical and standards as well as functional and if need be, the detailed drawings or
general diagrams,
the decision programme, the delivery (pace) or intervention programme,
the presentation of the site in its context,
objectives to be achieved in terms of budget,
the payment conditions,
and any other documents necessary for the correct understanding of the request,
the associated criteria, in particular with regards to the specificity of BBIs projects.

The engineering is carried out before the tender, and not by the supplier or the service provider, based on a general file of
contract file type.

The tender file is sent by the Project Purchasing officer to the selected portals to tender processing.

Missions of a portal purchaser

The portal purchaser appointed by the portal is the key contact person of the Project Purchasing officer. The portal purchaser
is the only contact person of the suppliers in his/her geographical area (geographical portal) or for his/her specialised scope
(industrial portals) for all commercial relationship. Direct contact between the Project Purchasing officer and/or Engineer in
charge, (if necessary) and the supplier is possible for technical fine tunings.

The portal purchaser will be systematically kept informed on such exchanges.

If the Project Purchasing officer knows a particular supplier in the geographical area of a portal, he/she decides with the portal
purchaser on the distribution of scopes and responsibilities.

His/her mission is to:

source, audit and select the suppliers and subcontractors,

lead the tender process in his/her geographical area,
assist the Project Purchasing officer and/or Engineer in charge to fine tune the specifications of his/her request taking into
account the normative and logistics constraints related to international purchases in his/her geographical area,
coordinate the call for tender in his/her geographical area to answer to the project needs and programme,
forward all offer(s) after checking their conformance against the tender request (quantity, payment conditions, standards,
incoterms), and of their financial competitiveness,
assist if necessary, the suppliers in getting their products to be in compliance with the standards in force in the country of
importation and possible with market specifications (tests, certificates, etc),
if the decision to purchase via a portal is opted, the portal purchaser finalises the negotiation and assists the Project
Purchasing officer, if necessary, with the preparation of the order,
capitalise the actions carried out.

Supplier qualification and information

The portal purchaser comments on the received offers and retransmits offers that technically conform with the initial request
to the Project Purchasing officer and/or Engineer in charge. These offers made reference to standards to which they are in
compliance with. If the market standards differ from those references, the Project and portal purchasers analyse these
differences before proposing the portal solutions to the project. If necessary, the detailed technical analysis of the offers and
their conformity to the work contract are presented for validation by the production team or their technical department.

The file shall contain:

The offers,
The Programmes (administrative, audit and investigations, manufacture, delivery),
Samples and technical sheets, if necessary,
Applicable certificates and attestations, possible marking (NF, EC),
The financial investigation for large orders,
Payment conditions.

A synthesis RFI (Request for Information) form is prepared at the request of the Project Purchasing officer (supplier
references, audits carried out, payment conditions).

In the event where the Project Purchasing officer wishes to carry out additional audits on top of those already performed by
the portal, (company audits, quality, fabrication conformity, packaging before shipment) the Project Purchasing officer
informs the portal purchaser, whom establishes a priced offer on the basis of a clearly defined request by the person in charge
of the project.

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LOGI STI CS AN D TRAN SPORT I N TERFACE

BBI Logistics Department is in charge of the logistics and the transport of the goods under the conditions of the contract.

TEN DER RESULT

The Project Purchasing officer prepares his tender analysis table , with offers coming from the portals, integrating the logistics
costs, and any other possible additional costs of company and quality audits which might prove to be necessary, for
comparison with the local offers on an overall costs basis.

The Project Purchasing officer issues his tender analysis table for validation by the Project Director of the selected solution,
with a c.c. copy to the portal purchaser.

ORDER

The Project Purchasing officer and/or portal purchaser prepares the order.

He/she despatches two sets of the order or contract to the portal purchaser, in charge of submitting them to the supplier for
signature.

It is the responsibility of the Project Purchasing officer and the portal purchaser to check and obtain all the administrative
documents necessary for the formalisation of the order or the subcontract.

The Project Purchasing officer:

Obtains from the production staff or Project AGF the list of all the necessary administrative documents.
Collects these documents via the portal purchaser.
Presents these documents to the AGF for validation.

Payment conditions / Management of foreign exchange hedging

The currencies used are Euro, USD or local currency. Any other currencies require approval from the Central Treasury
Department.

The portal purchaser clarifies the payment terms negotiated with the supplier if they were not pre-determined or specified
during tendering, with the Project Purchasing officer.
The usual payment terms are: Down payment with guarantee, bank transfer at 30 days.

It is the responsibility of the Project Purchasing officer to contact the Project AGF for any exchange hedging requirement and
validation of the payment terms. The processing duration related to international payments must be anticipated for.

I N FORM ATI ON FEEDBACK

The portal purchaser shall be kept informed of all evolutions concerning cases that he/she has been consulted upon by the
Project Purchasing officer.

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DAN GEROUS PRODUCTS CLAUSE

According to the international referential related to the carriage of dangerous goods, in particular the following:

European Agreement concerning the International Carriage of Dangerous Goods by Road ADR;
Regulations concerning the international carriage of dangerous goods by rail RID;
Rules for safe transport of dangerous goods by air set by the ICAO;
The international code on the transport of dangerous goods by sea IMDG,

The supplier has the obligation to declare the presence of dangerous substances in his supplies, as well as their class
of dangerousness.

For items concerned, the supplier undertakes to indicate:

The class or classes of dangerousness of the products,

The proportion of dangerous substances in the composition of the end product.

The supplier shall despatch the Materials Safety Data Sheets for all products presenting a class of dangerousness meeting
the above criteria and in line with the Hazardous products guide.

This dispatch can be made by fax or e-mail, within the 5 days following the signature of the order, to the attention of the BBI
Logistics Department and the Project Director.

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SUB-CONTRACTING AND INTELLECTUAL SERVICES

It concerns services subcontracted by the Company, which remain fully and wholly under its responsibility:

design: development and construction,

structural: earthworks, special foundations, ground slab
Mechanical & Electrical (M&E): electricity (high voltage currents, low voltage), plumbing, heating, air-conditioning,
Architectural Trades: facade, roofing, finishing trades

Each Subcontractor, whatever the nature of his work, is associated with the Quality, Health and Safety and Environmental
system of BBI

For each package or subcontracted service, the Production or Design Manager in charge of signing the contract, or the
Purchasing Manager by delegation,

Identifies the needs and defines the requirements according to the Project specifications and regulation, in particular
with regards to QSE,
consults, assesses the subcontractor or service provider competences and capacities, evaluates the risks, selects
ensures the implementation of management documents deriving from the NOP and its associated documents (PHSE).
prepares tender result analysis for approval,
appoints the subcontractor and formalises the contract through an order.

SELECTI ON OF SUBCON TRACTOR

Subcontractors are selected on the basis of:

their competences and production capacities,

their ability to fulfil the contract and project requirements,
their financial soundness,
their potential capacity to react to any request for acceleration, generated by the project or its environment, including
in the event of force majeure,
their capability to integrate under the contract conditions, or after adaptation, all modifications of services or associated
criteria, at BBIs or at the Clients request,
and more specifically, their ability to apprehend and integrate the specific project risks, especially in terms of logistics,
transport, and all other possible related services,
their respect of ethics.

Audits are carried out beforehand, as many as necessary, to check and assess the capability of shortlisted subcontractors to
carry out and respect the necessary prerequisites associated with the order.

TEN DER AN D ORDER

Tender

The engineer in charge of the package organises the call for tender in line with the programmes (general programme and
procurement programme) and in line with his/her delegation granted by the Project Director, with enclosure of BY
Construction Sustainable Development Supplier charter

Packages in which the total value is below the threshold set by the Country/Project Director, with no particular risks can go
through a simplified procedure under the Country Director responsibility. Nevertheless, such orders are subjected to a tender
and a tender result validation.

The Project Director defines the subcontracting packages that must be validated by him. A Production engineer is generally
responsible for a package or a group of packages. The entire process is supervised by a Production Manager.

For each package, the call for tender must involve at least 3 shortlisted subcontractors.

Health, Safety and Environmental requirements

The person in charge of the package ensures that BBIs obligations and the contract requirements are communicated to the
subcontractors for integration in their offer, in particular in terms of responsibility, means and associated resources.

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Tender file

The person in charge of the package prepares a tender file containing:

A call for tender letter indicating the closing date.

A standard contract and the contractual conditions acceptance form.
The drawings, specification, bill of quantities, services required and provided.
BBI Quality, Health, Safety and Environmental requirements.
The programme key dates and the work phasing.
Any other documents necessary for aiding their understanding of the project.
The Sustainable Development Supplier charter.
The scope of services of each service provider.

Tender result

Tender results are analysed, especially in respect of financial and contractual management.

This analysis must provide assurance that:

The contractual conditions have been accepted.

The quantified services are compliant.
Necessary adjustments have been made to obtain comparable offers.
Necessary verifications concerning the companys level of performance and financial soundness have been performed.
BBI requirements concerning QSE and Sustainable development are met.

A Tender result is presented to the Project Director for approval.

For some entities, which must be specified it in their local procedure, the approval of the Country Director may be necessary.

Contract

After finalising the contents of the service and associated conditions with the selected subcontractor, the person in charge of
the package prepares the contract with the support of the Contract Manager and/or the Legal Department, with some possible
pending clauses.

SUBCON TRACTORS N OM I N ATED BY THE CLI EN T

For some contracts, the client nominates the subcontractors in the scope of Bouygues Btiment International or its subsidiaries
contract.

In this case, the person in charge of the package verifies that the subcontractor is capable to meet the contract requirements.

If proven otherwise, the Project Director informs the Client and issues the necessary reservations to avert any financial and/or
other consequences that could affect the project.

SUBCON TRACTOR M AN AGEM EN T

Subcontracted works and services contracts are subject to a systematic contractual management, entrusted if necessary to the
Contract Manager.

The person in charge of the package retains nevertheless the control over the contract.

When this is applicable, the relation fits the context of a partnership.

The level of control and monitoring applied to the subcontractor or the service provider depends on its maturity and capacities,
in particular with regards to QSE management, without however relieving BBI from its obligations.

The production staff in charge of the subcontractor ensures that it mobilises the necessary means and resources to meet the
contract and Bouygues Btiment Internationals requirements. He makes sure that the subcontractor has the necessary
capacities to react to any event occurring during the course of the project, in particular request for acceleration, or last minute
modification of the scope of service at the request of the Client, or new constraining obligations resulting from a legal or
regulatory evolution.

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M AN AGI N G SUBCON TRACTORS HSE OBLI GATI ON S

The minimal requirements with regards to HSE responsibility for the subcontractor are identified and communicated in the
tender documents.

Plant and equipment necessary for the execution of works must meet the requirements of BBI technical referential.
Moreover, the qualitative level and the choice of sensitive plant and equipment (individual work platform, elevated platforms,
new or second hand plant) must be fine-tuned between the two parties (BY and the partner). The two parties also define the
adopted methodologies concerning the financial management of these requirements, namely:

The possibility for BBI to carry out on behalf of the partner all or part of one or several of the above mentioned
requirements, at the expense of the company and remaining under its responsibility.

The enforcement of penalty clause envisaged under the general terms of the contract, for the non fulfilment of one or
several of the above mentioned requirements.

Or

The implementation of a financial schedule in which a retained sum or provision (to be jointly decided but as a general
rule approximately 1% of the contract value) is released to the partner as its work progresses, subject to the fulfilment
of the contracts HSE requirements.

In case of non fulfilment, the provision for the said month is forfeited by BBI.

Assessment

Assessment of subcontractors is carried out at the end of each provided service (assessment of SC/suppliers form) for
each project and consolidated where necessary at the country level.

An annual synthesis forming part of the Management Review (Project by default) then transmitted to BYBI QSE Department,
so as to share at the Corporate level (Polybr@in database), those subcontractors likely to meet our expectations and
contribute to BBI performances in other establishments than those where they have been identified and assessed.

PAYM EN T CON TROL

The Production manager is in charge of ensuring that the contract requirements in administrative and financial terms are
respected, both as far as BBI or its third parties obligations are concerned, and the subcontractor or service providers
obligations.

It is particularly the case with regards to the subcontractor or service providers payment terms and conditions.

More specifically, the Production manager, and his/her possible contacts within GIE Bouygues Construction Purchasing,
ensures the continual maintenance of a high quality of relationship between the subcontractor or service provider and the
project.

CONTROL OF THE CONFORMANCE OF SUBCONTRACTED WORKS AND SERVICES

Control of the conformance of subcontracted works

The production persons in charge plan and conduct the co-ordination and management meetings. The following points are
reviewed:

completion of previously decided actions, actions to be carried out,

status of progress of work vis--vis the programmes,
decision programme (decision, control points, key points),
construction programme,
systematic analysis of the critical path,

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verification of the adequacy of deployed resources against assigned objectives,

manpower, plant, work environment, safety, supervision, risk control, etc,
procurement and logistics status,
materials, equipment, stocks, ongoing and planned deliveries, etc,
design status and exchange of execution documents,
hypothesis, calculation notes, technical data, etc,
alteration requests, adaptations, and reservations,
document management,
administrative status (payment, approvals, certificates),
execution and services quality,
product inspections and tests status,
inspections, tests and trials in progress and completed,
inspections on delivery, on-site manufacturing inspections,
performance checks, testing and monitoring
additional planning and amendments to the general work programme.

During these coordination meetings, the production persons in charge, assisted by the QSE Manager, and where necessary the
Safety Officer, raise the following issues:

monthly status on the adequacy of coordination and monitoring documents,

request for possible evolution on behalf of the subcontractors,
operational audit planning
product conformance audit planning,
significant events of the last period with regards the management of Quality, Health and Safety, Environmental system,
dysfunctions, non conformances, accidents, near misses and other significant events detected throughout the period.

At the conclusion of these coordination meetings, minutes are prepared, and checked before distribution. This distribution
leads to the implementation of actions decided upon during the meetings.

Inspections and tests are organised during site inspections, planned and improvised.

If a minor non conformance is detected, the appropriate corrective action is immediately implemented.
If a major non conformance is noted, the affected work is stopped immediately and/or is restored to immediate
conformance. A corrective action request is opened and information is transmitted to the Production Manager. The
effectiveness of the corrective action is checked; it will be carried forward to the agenda of the next coordination
meeting.

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