i/2021 dqs compact
TRANSCRIPT
DQSHoldingGmbH
DQSCOMPACT
INTHISISSUE
Page 3
Training opportuni es to pro-
mote Gender Equality
Page 4
ISO 22301 (BCM): do you have
courage now?
Page 5
ISO 27001 (ISMS): automo ve
customers pay a en on
Page 6
DQS India cer fies hyloc hydro-
technic to ISO/TS 22163 (IRIS)
NEWS Special
ISO 45005: Guidelines for occu-
pa onal safety and health
during Covid-19
Automo ve supplier kößler technologie
has been through the transi on with DQS.
Their experience shows: IATF 16949 is vir-
tually a must for suppliers in the automo -
ve industry. This is because the “Original
Equipment Manufacturers” (OEM) on the
Interna onal Automo ve Task Force IATF
insist on implemen ng requirements of
the automo ve standard without excep -
on.
In addi on to the interna onally recognized
proof of quality in the automo ve industry,
however, other addi onal benefits are also
important for an organiza on in this sector:
Stronger customer orienta on
Improved process capability and
reliability in the supply chain
Con nuous process op miza on and
improvement of the organiza on
Special promo on of error and safety
culture
High level of trust and loyalty among
customers
Increased compe veness and image
enhancement
In conversa on with Anna-Maria Wasser-
mann, kößler technologie
We talked to Anna-Maria Wassermann
(M.A.), Head of kößler Produc on System,
about her experiences with IATF 16949 and
the ISO standards over the past three years.
In 2017, she was the driving force behind
the successfully implemented Transi on
Circle from ISO/TS to IATF, together with
the Head of Quality, Ms. Silke Wieser.
kößler technologie GmbH is a medium-sized
organiza on that supplies industrial compa-
nies in the automo ve and mobile hydrau-
lics sectors. The organiza on, whose
business rela onship with DQS dates back
to 1999, now has a comprehensive inte-
grated management system (IMS) in
accordance with ISO 9001, IATF
16949:2016, ISO 14001 and ISO 50001.
In addi on to the classic quality and
environmental protec on aspects, holis c
corporate management also takes into
account other areas such as automo ve
requirements, energy efficiency or
compliance. Thus, with the help of an
integrated management system, a good
balance can be achieved between the diver-
se requirements of the topic-specific
standards. The combined, simultaneous
cer fica on of fully integrated manage-
ment systems also offers numerous
opportuni es for organiza ons, as
contradic ons may be iden fied and syner-
gies exploited. This applies equally to inter-
nal audits and external cer fica on audits.
Ms. Wassermann, first on ISO 9001: Which
innova ons of the 2015 revision do you
consider par cularly useful today?
The stronger focus on process orienta on
and risk-based thinking comes to mind
immediately. But also the significant
increase in the responsibility of top ma-
nagement within the framework of the
management system, the newly introduced
requirements for knowledge management
and, of course, the High Level Structure,
which proves to be par cularly advantage-
ous when implemen ng an integrated ma-
nagement system - and this applies to us in
par cular.
How do you see the benefits of the process
-oriented approach of ISO 9001 in prac ce?
Customerjournalno.I/2021
FROMISO/TSTOIATF16949
www.dqs-holding.com
In my opinion, the greatest advantage of process orienta on is
that responsibility for the process is actually transferred to the
process owner(s), as is naturally the case with us. The
competence of our process managers is at the top of our agenda -
not just with regard to automo ve methods.
This means that those employees who work directly on the
process, and may also directly influence it, assume full responsibi-
lity for the success of the process. This extends from the defini -
on and delimita on of the process, to se ng of process targets
and process indicators, to process controlling and implemen ng
suitable improvement measures.
So a full penetra on of the process landscape ...
... exactly! Due to the process orienta on, we are able to push a
clear and comprehensible visualiza on of opera onal processes,
e.g. the representa on of processes by means of the process map
or the turtle method. Our processes are thus easily to understand
for all employees. In addi on, process orienta on promotes a
holis c view of opera onal processes and makes it easier to
recognize dependencies and interac ons between processes and
to iden fy and solve interface problems.
How does this affect the handling of risks and opportuni es?
Well, this also applies to the analysis of opportuni es and risks
associated with the process. Process owners are only able to be
proac ve in avoiding problems or perceiving poten al for
improvement, if they know the opportuni es and risks of the
process they are working on. In this way, they may get the best
possible out of the process - process and risk orienta on thus go
hand in hand.
Where do you see the greatest advantage of the risk-based ap-
proach?
I would sum up the biggest advantage of the risk-based approach
like this: Moving away from reac ve ac on - that is, reac ng to
problems a er the fact, "being the fire department and pu ng
out fires" - to proac ve ac on, that is, ac ng with foresight so
that problems don't occur in the first place.
Does the subject of "looking at opportuni es" also play a role in
your corporate prac ce today?
In principle, yes. We conduct an annual analysis of the opportuni-
es and risks of all business processes. This takes place in inter-
disciplinary workshops with the respec ve process owners, inter-
nal customers and interfaces. The advantage of this is that we not
only focus on the problems of a process and thus the "nega ves,"
but also draw a en on to the opportuni es, i.e., the "posi ves”.
The process owners encourage their employees, who work
directly on the process, to contribute their own ideas and
sugges ons. In this way, we achieve an increase in employee
mo va on and innova ve power in the organiza on - as a result,
it is similar to a well-func oning company sugges on scheme.
Now to IATF 16949: From your point of view, has the change-
over from ISO/TS had a significant impact on the applica on of
automo ve methods and tools, e.g. on the "8D report"?
From our point of view, strictly speaking, there have been no
significant changes. However, this is certainly also due to the fact
that we were already using these methods and tools in our orga-
niza on before the changeover to IATF 16949. However, at the
me of the transi on, we had considered how we might op mize
and simplify the processing of 8D reports* internally. We then
decided to integrate 8D processing into our proprietary ERP sy-
stem** and thus also into our new project management module
developed in 2018.
Another interes ng IATF subject is the competence of process
owners to execute specific automo ve methods - how do you
deal with this?
We have developed an internal instruc on concept to provide
new employees and
exis ng staff from all
areas of the organiza-
on with the necessary
knowledge and familia-
rize them with our
standards, methods and
tools. Specialist and
management staff hold
theore cal and prac cal
training courses on a
wide range of subjects.
These training courses
are con nuously
developed and op mi-
zed so that they are
always aligned with
current opera onal re-
quirements.
Since January 2021, all communica on on non-conformi es
worldwide has been running via the new IATF system "CARA".
What expecta ons do you have of this innova on?
DQS Compact no. I/2021 2 2
DQS Compact no. I/2021
First of all, I would like to say something up front: we a ach great importance to digi-
taliza on and have been steadily driving it forward for many years. A er all, we have
our own so ware development department, which is certainly not the norm for an
organiza on of our size.
We program the aforemen oned ERP system ourselves, as well as the programs and
apps for internal use, for the driverless transport system, for digital worksta ons, and
so on. So we are basically open to new so ware, provided it brings added value to the
users. I would therefore like to summarize our expecta ons of CARA, in fact of so -
ware in general, as follows:
High user-friendliness (simple, intui ve, self-explanatory)
High system speed
No double maintenance of data (avoid redundancies to reduce error poten al) even
over several audit years
Good and secure interfaces from other systems to CARA and vice versa - this is so-
mething we also a ach great importance to when developing our own so ware.
Ms. Wassermann, thank you very much for again providing us with informa on
about your management system!
Ar cle by Mr. Mar n Röhl, DQS Expert for Automo ve Quality Management
Originally published in German at www.dqs.de
Gender-based violence and harassment is a global pheno-
menon. Official figures from the European Ins tute for
Gender Equality indicate that one in three women in the
European Union from the age of 15 experience physical
and/or sexual violence at least once in their lives. One in
two women experience sexual harassment and one in
twenty women is raped. And it is not only women who are
affected by gender-based violence in our society. The ad-
verse effects of gender-based violence and harassment are
considerable, whether the violence occurs in the work-
place or outside.
In order to break down exis ng prejudices and develop a
profound awareness of the problem, DQS Lebanon recent-
ly hosted the UN Target Gender Equality training module
2. The training material and agenda is provided by UNGCL,
while DQS auditor Mrs. Dana Abou Relan delivered and
facilitated the training with local examples.
We are very proud and very excited for this, and hope that DQS Lebanon will con nue to have a frui ul rela onship with UNGCL.
3
DQS CFS also offers a Gender Awareness Founda on Training that is designed to sensi ze par cipants to the topic of gender and gender‐based violence and discrimina on. Through sound knowledge, par cipants are empowered to deconstruct exis ng assump‐ons. The training is thus a method that enables companies to raise the awareness of their employees. In this way they can contribute
to a safer working environment and make a posi ve contribu on to society.
ABOUTKOESSLERTECHNOLOGIE
Founded in 1972, kößler technologie is a
third‐genera on, family‐run, medium‐sized
organiza on with about 400 employees
and a planned turnover of EUR 80 million
for 2021. The organiza on based in Baben‐
hausen in the Unterallgäu region of Ger‐
many supplies well‐known industrial com‐
panies in the automo ve (90%) and hy‐
draulics (10%) sectors such as Volkswagen,
Daimler, Magna, ZF and many more. The
por olio includes high‐quality components
for engines, transmissions, drivelines and
chassis. The demanding task of mee ng
increasing quality requirements with ever
shorter product cycles is met by kößler
technologie through pronounced innova ‐
ve strength and high flexibility in manufac‐
turing ‐ through a modular produc on me‐
thod that is planned down to the last de‐
tail. The organiza on's mo o fits perfectly:
Precision. Innova on. Reliability.
www.koessler‐technologie.com
TrainingopportunitiestopromoteGenderEqualityaroundtheworld
www.dqs-cfs.com
ISO 22301, the interna onal standard
for business con nuity management
(BCM), provides a framework for imple-
men ng and cer fying a management
system that gives you the ability to
keep cri cal business processes run-
ning.
Replying to the ques on of how orga-
niza ons act in mes of crisis and what
effect the individual situa on has on
quality. Business con nuity management
expert Uwe Naujoks reveals in an inter-
view how organiza ons should deal with
the current changes and which long-
term measures are helpful when dealing
with a difficult situa on.
Mr. Naujoks, where do you see the big-gest changes as a result of the crisis? What impact does it have on our work? The Corona crisis is undoubtedly having
a serious impact on the global economy.
Whether there will be a global recession
is s ll uncertain, but the consequences
of the pandemic have been felt for a
long me: supply chains are disrupted,
interna onal travel is very limited, goods
produc on is slowing down and world
markets are unse led.
This, of course, has a concrete impact on
organiza ons. They have to reckon with
service provider and supplier failures,
incoming orders may stagnate and con-
sequently liquidity bo lenecks may
arise. The reloca on of workplaces to
home offices increases the need for
communica on and results in a funda-
mental change in communica on. It is
forcing many organiza ons to think mo-
re about digi za on and to put corres-
ponding implementa on measures that
were started in the short term on a solid
foo ng in the long term (data pro-
tec on, IT security, etc.).
In short, the current crisis is not leading
to individual disrup ons, but rather si-
multaneously to a large number of dis-
rup ons at different levels, which are
pushing organiza ons to the limits of
their resilience and controllability.
What is par cularly important for orga-
niza ons now? Where is there the grea-
test need for ac on?
Corporate strategy should not only ensu-
re the ability to act at the moment, but
also develop medium- and long-term
scenarios, evaluate them and derive
measures from them.
From the retrospec ve, we may learn for
the future. So organiza ons should defi-
nitely ask themselves the following
ques ons now:
Which measures supported us in the
crisis and to what extent?
Were there any courses of ac on that
did not prove successful?
What improvised, short-term solu ons
have been found and how do they fit
in with the long-term goals and corpo-
rate strategy?
Which changes and ad hoc measures
are sustainable and have had a posi -
ve impact?
If necessary, should these measures
be reviewed for their risk and included
in the safety concept?
Which risks need to be reassessed due
to the changed situa on?
What measures result from this in the
medium to long term?
In my view, there is a need for the follo-
wing medium- to long-term ac ons and
measures:
Organiza ons should iden fy and secure
their processes. This means that cri cal
business processes must be monitored
and, if necessary, reassessed. Past and
future collabora on with relevant ser-
vice providers should also be reassessed
cri cally and placed on a sustainable
foo ng in line with the strategic needs of
the organiza on. All of this must be con-
sidered from the perspec ve of aligning
the organiza on's exis ng business con-
nuity management for the future.
Legal and security requirements must be
taken into account and implemented
when (re)designing ways of working.
These include data protec on and occu-
pa onal safety as well as informa on
security. In order to ensure con nuing
DQS Compact no. I/2021 4 4
ORGANIZATIONSMUSTHAVECOURAGENOW!
DQS Compact no. I/2021
security, it may be necessary to adjust controlling and the audit
plan.
In order to cope with the acute situa on and to be be er pre-
pared for such challenges in the future, it is worth taking a retro-
spec ve view. For this purpose, the overall situa on is com-
prehensively evaluated and subsequently - where necessary -
the crisis, emergency and pandemic plans are adjusted. It is also
important to take into account geopoli cal condi ons such as
exit restric ons and border closures, and to plan resources with
a view to supply chains, warehousing, personnel, technical
equipment, and so on.
The crisis has once again shown us how important digi za on is.
Those who align their IT strategy in a decentralized manner have
advantages. Organiza ons should therefore definitely examine
and u lize digi za on op ons for processes. It may be
worthwhile to implement so ware that supports and facilitates
decentralized coordina on. However, a suitable IT infrastructure
must be created for this.
To have courage! Anyone who takes a close look at the current
situa on and seizes the opportunity not only to discuss changes
in the organiza on, but to actually implement them, has the
best chance of emerging stronger from this crisis.
In doing so, it is important not only to act "inside the box", i.e. to
only circle around oneself, but also to dare to take the leap "out
of the box".
Ar cle by Mr. Uwe Naujoks, originally published at dgqblog.de
Mr. Naujoks, born 1959 in Berlin,
is partner and business unit mana‐
ger "Risk Management" at WG‐
DATA GmbH (coopera on partner
of DGQ), a medium‐sized consul‐
ng company. He has been
dealing with the subject "Business
Con nuity Management (BCM)"
for about 25 years, for many years
also in leading posi ons in the
financial services sector. Mr. Naujoks is a cer fied trainer and
auditor for ISO 22301 and also trains auditors in this manage‐
ment system.
5
www.dqs-holding.com/BCM
Today, solid informa on security brings far more benefits to organiza ons than merely securing their technical infrastructure. En re busi-
ness processes now depend significantly on it - whether it's the secure handling of sensi ve data or the legally compliant processing of the
same. That is why the term now encompasses the protec on of the en re flow of informa on. The automo ve supplier Mubea succeeded
in standardizing informa on security in ten European countries through DQS cer fica on according to ISO 27001, thus posi oning itself
well among the compe on. Poten al IT risks were scru nized and and the handling of confiden al informa on was con nuously develo-
ped and improved.
Globaliza on presents many organiza ons with enormous challenges when it
comes to informa on security. The infrastructure and legal regula ons differ
from country to country, in some cases massively. Nevertheless, globally ac -
ve organiza ons are obliged to uncover vulnerabili es everywhere and esta-
blish suitable protec ve measures. This is because the digi za on of business
processes across na onal borders requires a comparable level of IT security
from all par es involved, which must be guaranteed across the en re value
chain.
In the automo ve industry, too, the security of data and informa on requi-
ring protec on is becoming increasingly important when it comes to interna-
onal collabora on between different loca ons, subsidiaries or service provi-
ders. The automo ve supplier Mubea was faced with the major hurdle of
wan ng to raise the level of IT security to the same level in ten countries with
a total of 20 subsidiaries.
INFORMATIONSECURITYINTENCOUNTRIESBRINGSCOMPETITIVEADVANTAGES
"We came across DQS rela vely quickly during our research and realized in an ini al mee ng that we were a very good
match." Chris ane Habbel, Head of IT ‐ Informa on Security & Compliance at Mubea.
"The coopera on with DQS was very prac cal and customer‐oriented. We benefited greatly from the in‐depth in‐
dustry knowledge of the auditors, who supported us in all aspects," says Habbel.
"This is true for both ISO 27001 and TISAX® cer fica on."
DQS Compact no. I/2021
Years ago, the specialist for lightweight body, chassis and power-
trains began to take a close look at informa on security: "Our
customers were increasingly anchoring the subject in their terms
and condi ons of purchase. And in order to con nue to be well
posi oned in the compe ve environment, we wanted to act
quickly," reports Chris ane Habbel, Head of IT - Informa on
Security & Compliance at the organiza on. But that wasn't the
only reason: "We strive to constantly improve our management
system for informa on security anyway and to sensi ze our
employees to the subject. So, in 2017, we decided to have cer -
fica on carried out in accordance with the recognized ISO 27001
standard. That helps us enormously in this endeavor," says Hab-
bel.
TISAX® - TESTING PROCEDURES FOR THE AUTOMOTIVE SECTOR
It is true that TISAX® (Trusted Informa on Security Assessment
Exchange), a standard for informa on security defined by the
automo ve industry, has existed since 2017 and thus provides
another op on for cer fica on, which many automo ve manu-
facturers and suppliers now require from business partners.
However, TISAX® is a European standard for the industry and
not yet established globally.
"That didn't go far enough for us," Habbel recalls. That's why the
A endorn-based organiza on opted for ISO 27001 cer fica on
to give it a compe ve edge in terms of informa on security.
With this decision, Mubea set out to find a suitable partner and
decided on DQS without further ado.
To this end, the DQS auditors first examined the func oning of
the informa on security management system (ISMS) on site. In
addi on, for ISMS cer fica on, Mubea had to demonstrate
successful interac on of the basic values of informa on securi-
ty: Confiden ality, Integrity and Availability. Poten al IT risks
or processes endangering informa on security were listed and
op mized in this context.
6
Europe-wide informa on security in the organiza on
With the help of DQS, Mubea has not only succeeded in op mizing the security of
sensi ve data and informa on at its headquarters. The organiza on has also
raised 20 subsidiaries at ten loca ons in Europe to a new level of security and
established a common security standard.
Mubea is now able to reliably document its own informa on security to custo-
mers and partners through the two cer ficates. This gives the automo ve sup-
plier a compe ve advantage in the market, Habbel states: "With ISO 27001, we
have not only brought a high security standard into the organiza on throughout
Europe. We also protect ourselves against cyber a acks from outside and have
been able to sensi ze our employees to the security of our confiden al company
values. Because informa on security is much more than just IT security. Now,
however, we are not standing s ll. Key components of our management system
are audited annually in order to achieve further improvements. The already very
good level of our informa on security is thus con nuously evolving."
Mubea Group is the global market leader in the
development and manufacture of complex automo-
ve components that reduce vehicle weight and
contribute to improved environmental protec on
through reduced CO2 emissions. The owner-
managed family business from A endorn focuses on
technical innova ons and opera onal excellence. It
is driven by the ambi on to be sustainably among
the top 100 global automo ve suppliers.
The product range includes chassis components
such as axle springs, stabilizers, fiber composite
springs and precision steel tubes, as well as engine
components such as valve springs, automa c belt
tensioning systems and spring band clamps, and
also transmission components such as drive sha s
and transmission plate springs. The subsidiary
Mubea Flamm also develops and manufactures
components and assemblies for the aerospace and
household appliance industries.
www.mubea.com
IRIScerti icationtoISO/TS22163:2017
DQS: Global presence - Local exper se DQS is one of the leading cer fica on bodies for management systems worldwide. With 85 offices in 60 countries, and 2,500 auditors
and experts worldwide, DQS is your trusted partner for sustainable success. DQS Holding, based in Frankfurt, provides the strategic
leadership for all DQS offices worldwide. We strive for one common goal: to improve our customers' management systems and orga-
niza onal health by offering value-adding assessment services
Where to find us Please contact the local DQS office in your area.
The list is available online at the Group website
DQS Compact no. I/2021 7 7
published by responsible
DQS Holding GmbH Dr. Dieter Stadler
IBDmarke [email protected] Petra Träm/Nathalie Guilbot-Sumono
www.dqs-holding.com IBD • Corporate Marke ng
March 2021
During a virtual cer ficate handover, DQS India‘s Managing Director Dr. Murugan Kandasamy and Head of Corporate Accounts Dwarakanath Kaiwar present the cer ficate to Mr Parag Chitnis, Director of Hyloc.
ISO/TS 22163, ISO's Technical Specifica on for rail organiza-
ons published in May 2017, marks the next evolu on of
the IRIS standard (Interna onal Railway Industry Standard).
It contains the requirements set out in ISO 9001:2015, in-
cluding the high-level structure used in all ISO management
system standards since 2013, but also incorporates needs
and requirements that are unique to the rail industry. Audit
results are s ll reviewed in the IRIS Audit Tool. The result
status is entered in the UNIFE database, where it can be
accessed by industry developers, engineers and purchasers.
DQS India holds more than a third of the market share
in the country and as one of the preferred CB in India,
DQS India works with many large, well-known custo-
mers. The days are not far when DQS India will beco-
me the market leader in India.
As of February 2021, Covid‐19 (SARS‐CoV‐2) con nues to have a firm grip on the world. Not only in private everyday life, but also and
especially in the workplace, the risk of infec on is high. Strict adherence to rules of conduct and official regula ons is the be‐all and end
‐all to protect oneself and others from the disease. In the workplace, however, one thing is par cularly important: the ability of orga‐
niza ons to respond quickly and flexibly to changing situa ons . While the standard makes specific reference to the Corona pandemic,
its approach is appropriate for any similar type of infec ous event and, as a result, will help organiza ons prepare for and deal with
such events in the long term.
ISO/PAS 45005: Occupa onal health and safety management ‐ General guidelines for safe working during the COVID‐19 pandemic
was published in English in December 2020. This publicly available specifica on (PAS) provides interna onal occupa onal health and
safety (OSHA) guidelines aimed at managing the effects of the Corona pandemic in the workplace. The document may be viewed free
of charge in full on the ISO website (www.iso.org/standard/64286.html).
According to the ISO, this standard also contributes to the Sustainable Development Goal of the United Na ons. These SDG for short
are a call for ac on by all countries – poor, rich and middle‐income – to promote prosperity while protec ng the planet. They recognize
that ending poverty must go hand‐in‐hand with strategies that build economic growth and address a range of social needs including
educa on, health, social protec on, and job opportuni es, while tackling climate change and environmental protec on.
Based on the BSI Safe Working Guidance of May 2020, ISO 45005 contains 14 chapters and two annexes, A and B. These hold prac cal
considera ons for those looking to implement COVID‐19 measures in an organiza on. The numbering of the chapters of the ISO 45005
guide does not coincide with the common basic structure (HLS) of ISO management system standards, e.g. ISO 45001. Nevertheless, a
clear correla ons can be drawn.
CHAPTERS 4 TO 8: PLAN WHAT THE ORGANIZATION NEEDS TO WORK SAFELY
CHAPTERS 9 TO 12: CARRY OUT THE PLANNED ACTION.
CHAPTER 13: CHECK THAT THE MEASURES ARE WORKING
CHAPTER 14: IDENTIFY POSSIBLE WEAKNESSES AND SOLUTIONS
ISO 45005 ‐ GUIDELINES FOR OCCUPATIONAL SAFETY AND HEALTH DURING COVID‐19
1
ISO 45005
NEWSSpecial
ISO 45005 ‐ GREAT BENEFITS FOR YOUR ORGANIZATION
The interna onal guideline focuses on a risk‐ and prac ce‐oriented
approach:
Compact presenta on focusing on pandemic situa ons.
Assessment of risks associated with pandemics (specifically
COVID‐19)
Prac cal guidance on how to deal with risks
Examples of how to implement measures
Inclusion of mul ple loca ons
Reduc on of illness‐related absences even for more benign
infec ons
Support in the prepara on of response plans with a view to
change
Integra on of the guidelines into the PDCA cycle of an exis ng
management systems based on ISO standards
Regular adapta on to changing situa ons
ISO 45005 TAKES EFFECT AT MANAGEMENT LEVEL
Companies of any industry, type and size can implement the
guidelines to improve health protec on for their employees, as
well as other interested par es, in mes of pandemic. The gui‐
dance addresses the pandemic situa on in companies at the
management level: risk‐based and with prac cal guidance on
possible ac ons. The global guidelines are equally helpful for
those companies that are resuming opera ons or completely
reopening a er a pandemic‐related closure. Users of ISO ma‐
nagement system standards, but especially those of the interna‐
onal standard for occupa onal safety and health (OSHA), DIN
ISO 45001, may integrate the guidelines directly into their ma‐
nagement system via the PDCA cycle.
Ar cle by Andreas Ri er, DQS Standards Expert for OHSAS and
the Environment. First published in German at www.dqs.de/blog.
published by responsible
DQS Holding GmbH Dr. Dieter Stadler
IBDmarke [email protected] Petra Träm/Nathalie Guilbot‐Sumono
www.dqs‐holding.com IBD • Corporate Marke ng
March 2021