Qh Se Manual

7/30/2019 Qh Se Manual

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oc ID: CI-DOC-000563

e Management System Manual

[A Word from the CEO[Table Of Contents]

As CEO of t he compa ny, I fu lly su pport an d expe ct all perso nn el atC-Innovation and th ose visiting com pan y to con du ct busi ne ss with a p rimary foc us n ot only on ou r own sa fety, but a lso t he sa fety of ot

an d th ei r im pact on th e envi ronment.

Open Door Policy

All employees have direct access to Dino Chouest

to discuss any work related issues or potenal

improvements to the Management System.

A WORD FROM THE CEO 3

PREFACE 4

Document Owner 4

Privacy Informaon 4

Scope and Purpose 4

CULTURE 5

Commitment 5

Mission 5

Management Responsibility 5

Quest 5

ABOUT C-INNOVATION 6

C-I Organizaon Chart 6

Locaons 6

Products and Services 6

QUALITY 7

HSE PROCESSES 8

QMS PROCESSES 9

BUSINESS PROCESSES 10

SUPPORT PROCESSES 11

TARGETS 12

Goals 12

Key Performance Indicators 12

Laws and Regulaons 13

POLICY AND PROCEDURES 14

Training Competence 14

Understanding Risk 14

Behavioral Based Safety Observaons 15

Safety Meengs 16

Housekeeping 17

Travel 17

The Meaning of the Word Change 18

JSEA 19

FACILITY PLANNING 20

Emergency Planning 20

Hurricane Preparedness 20

ENVIRONMENT 21

CONTACT INFORMATION 22


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Commitment

Mission


This QHSE manual denes preferred

policies, procedures, guidelines,

report forms and reference documents

necessary for compliance with

customer, company and regulatory

requirements, as applicable. Themanual is organized to coordinate

the relaonship between shoreside

and on-site ROV management and

operaons. The product and service

is Manufacture Development, Design,

Sales and Markeng of Subsea

Soluons, and Project and Operaon

of Remotely Operated Vehicles

This document may contain

informaon of a sensive nature. Thisinformaon should not be given to

persons other than those who are

involved with C-Innovaon.

[PREFACE]

Culture is said to be at the heart of anorganizaon. It is one of the most stableand substanal forces within organizaons,

shaping the way members think, behaveand approach their work. In a strong safety

culture, everyone feels responsible for safety

and pursues it on a daily basis. Employees go

beyond the call of duty to idenfy unsafe

condions and behaviors, and intervene to

correct them. In a strong safety culture, any

worker would feel comfortable walking up to

a manager or CEO and reminding him or her

to wear safety glasses. This type of behavior

would not be viewed as forward or over-

zealous, but would rather would be valued by

the organizaon and rewarded. Employees

are encouraged to rounely look out for one

another and point out unsafe behaviors to

each other.

[Cultur

Our mission is to make our company successful,

not by prot, but by quality of work and safely

performing the work. A safe and healthy

At C-Innovaon, safeguarding the safety and

health of our employees and subcontractors

is of the utmost importance. Safety First

is a core value of our culture, and we are

dedicated to protecng the safety and health

of all those ass ociated with our company.

Privacy Information

Document Owner

Quest

Scope and Purpose

The primary contact for quesons

regarding this document is:

Brad Malcolm

QHSE Manager, C-Innovaon

985-677-1706

[email protected]

Management Responsibility

work environment impacts every measure o

companys success, from quality of work life

producvity and protability for our clients a

ourselves. With many of our sta working fume either oshore, at our own facility or clien

facilies, our safety leadership not only aec

the safety and health of our employees, b

that of many others inuenced by our acvie

The quality policy has been communicat

throughout all levels of the organizaon. It

reviewed periodically for connuing suitabilit

The management team provides operaon

guidance, ensures the availability of resourc

and priorizes eorts for connual improveme

of the Quality Management System.

We understand that each of us plays a vi tal r

in the compleon of work in a safe manne

Employee recommendaons to improve safe

and health condions are encouraged and a

given thorough consideraon by our managemeteam. The goal of our ongoing safety and hea

program is zero incidents at all job site


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COMMITMENT TOQUALITY

The goal of the QMS is to connuallyimprove C-Innovaons businessand enhance customer sasfacon

through fact-based idencaon

decision-making. This is achieved

through documentaon of key metrics

for processes that aect customers

percepons of the quality of our

products and services. In addion,

C-Innovaon management reviews all

metrics on mely basis, sets objecves,priorizes improvement eorts and

ensures the availability of resources.

Documentaon is an integral part of

the QMS, which instructs and guides

employees whose acons aect

product quality and informs customers

of the processes that are implemented

to ensure complete sasfacon.

Connual improvement to overall

business through quality and customer

expectaon is achieved through quality

planning, business objecves, results

from audits, analysis of data, customer

sasfacon program, internal feedback,

correcve and preventave acon and

management reviews.

In an eort to connually improve,

C-Innovaon has put in place a quality

system that gives every employee theopportunity to generate correcve and

preventave acon.

CUSTOMER, SOLUTION, PRODUCT, HEALTH, SAFETY AND ENVIRONMENTAL FOCUS

C-INNOVATION has implemented a Qua

Management System and will connually impr

it. We are fully commied to meeng or exceed

our customers expectaons, and achieving

objecve of being a preferred soluon and prodsupplier. Meeng this commitment requ

management and employees to work toget

as a team, establishing objecves to support t

quality commitment, and to connually rev

performance of these objecves.

Quality Policy


[About C-Innovation] [Qualit

C-Innovaon is an advanced, integrated marineservices company specializing in subsea soluons.he company operates in the worldwide arenaith core services and products focused on subsea

onstrucon and remote intervenon services. Theseervices include remotely operated vehicles (ROVs),ngineering, project management and operaons ofubsea eld developments in the oil and gas sector.

-Innovaon provides integrated marine services toients by taking advantage of its unique relaonship withdison Chouest Oshore (ECO) and other ECO-aliatedompanies. Our customers require a partner that can givehem a strong compeve edge and long-term value. Inrder to meet future market challenges, we innovate forustainably ecient marine operaons.

[Vessels]

[Ports]

[Shipyards]

[Remote Intervention]Remotely Operated Vehicle (ROV)

System Operaons / Subsea Tooling

[Subsea Services]Engineering, Project Management

Services

Products and Services

HR/ADM

QHSE

TRAINING

LOGISTICSEQUIPMENT/ REPAIR

PRESIDENT

GENERAL MANAGER

TECHNICAL

OPERATIONS

PROJECTS

LOGISTICS

IT

BUSINESS

DEVELOPMENT

NORWAY BRAZIL AFRICA SINGAPORE

C-I ORGANIZATION CHART

C-I AROUND THE WORLD


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[HSE Processes]

T

he benefits of an audit are numerous. Audits can

improve a companys efficiency and profitability

by helping the management better understand

their own working and mitigation system. One key aspect

of audits is a valuable way of identifying and eliminating

workplace hazards.

Management, ownership and clients can be assured that

the risks within our organization are well-studied and

effective solutions are in place to resolve them.

HSE planning is an integral part of our daily business based on idenfying signicant issues,risks and opportunies for improvement. With the QHSE system in place, these businessprocesses are broken down into individual items and placed on a priorized list of challenges. Task may be

daily acvies, targets reached on a weekly, monthly or yearly term, or long-term goals tracked on a Key

Performance Indicator chart.

Within the QMS, the HSE processes of this system (as shown below) is closely monitored and carefully

analyzed.

CULTURE

FOLLOW UP,CORRECTIVE AND

PREVENTIVEACTIONS

HSE POLICY

LEGAL AND OTHER

REQUIREMENTS

MEASUREMENTS

ORGANIZATION ANDJOB DESCRIPTIONS

ORDERING OFSAFETY MATERIAL

EDUCATIONALTRAINING ANDPREPAREDNESS

CLINICAL FEATURESAND TESTING

PLANNING ANDREPORTING

GOALS

PROCEDURES ANDDOCUMENTATION

I

f, during an inspecon, the QHSE representave becomes

aware of any non-conformies, it shall be documented

within the C-Innovaon management system and

addressed accordingly by the responsible manager.

All non-conformies are assigned to the designated manager

with an expected me frame on when these unsasfactory

items shall be addressed, reviewed, closed and the ability

to prevent them in the future. Semi-annual meengs are

conducted with department managers to review non-

conformies and discuss acons that may help eliminate them

beforehand.

Audit Planning Audit Processing

Markengand Sales

Allocaons ofPersonnel

Allocaons ofEquipment

Mobilizaonand Installaon

Operaons

Project ProcessContract Requirement

and Aquision

Project ProcessMobilizaon and

Installaon

Project ProcessOperaon

Purchasingand

Inventory

Return ofItems from

Oshore

Improvement &Nonconformance

ConguraonManagement

CustomerFurnishedEquipment

LEADERSHIP RESOURCES

ANALYSIS ANDIMPROVEMENTS

MEASUREMENTS

SUPPORT PROCESSES

[QMS Processe

Rental/Purchase, Development, Maintenance and Repair of Tools and Assets


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[Business processes]

Business Development

Allocation of Personnel

Allocation of Equipment

Mobilization and Installation

Operations

ProjectManagement

Transform customerrequirements via productspecicaons such as drawings/dras, component list, suitabilityfor purchasing, engineering, andproducon

Meet customer needs regarding:

funcons, operaons, user friendliness,availability, reliability, safety, maintainability,cost, delivery me.

Project Manager

Ensure the projects meet contractualrequirementsManage Project Planning, which includes:(a) assignments of responsibility, (b)scheduling, (c) resource planning, and (d) establishing a dedicated QualityPlan according to documented procedures if required by the customer

Manage Product Implementaon, which includes implementaon ofall requirements stated in the order/contract and validang the projectdeliveries through a Factory Acceptance Test and/or Customer AcceptanceTest

Review of Equipment and AvailabilityPurchasing of EquipmentTesng and Preparaon of EquipmentTransportaon and InstallaonMaintenance and Calibraon of Equipment

Review of Qualicaons and AvailabilityTraining of PersonnelManagement of C-Innovaon EmployeesRecruitment of PersonnelFollow Up of Personnel

PlanningEngineeringInterface MeengsMobilizaon Site StagingMobilizaon of SystemCommissioning

Conguraon of EquipmentTesng and Pre DiveDeployment of EquipmentOperaonsRecover EquipmentPost Dive Checks

Manage requests for proposals, quotes, and contracts orderCreate a yearly markeng plan which includes acvies involving: (a) customers, (b) agencies, (c)exhibions, (d) preparaon of sales material approved by management.Review and process contract orders from customers prior to acceptance. A review is performed to enhancecustomer sasfacon by ensuring that order requirements can be met by C-innovaonReview modicaons to orders and ensure customer is made aware of modicaons prior to acceptance.Record orders in the Quality Management ystem.

[Support Processe

Developments of Products and Soluon

C-Innovaon develops products and soluonswith our customers current and future needs inmind. Our development process ensures a melydelivery of quality products and services throughproduct denion, planning, design, vericaon,and validaon for eletronics.

The goal of our validaon process is to testthe product/soluon, the suppliers, and thedocumentaon against customer and regulatoryrequirements. Some of the elements of ourprocess include system tesng, customertesng, and life-me durability tesng. Recordsof validaon are recorded in the QualityManagement System.

Validaon of the product/soluon occurs in the

beginning of the Serial Producon. The goal ofthe validaon is to test the product/soluon,the suppliers and its documentaon againstcustomer and regulatory requirements. Some ofthe elements may include system test, cusstomertesng and life tesng. Records of validaon aremaintained.

Design reviews are held at appropriate stages inthe process, as dened at the beginning of theproject. Records of reviews are maintained inaccordance with documented procedures.

As design and development changes occur, thechanges are recorded. Changes are reviewed,veried, and validated as appropriate andapproved prior to implementaon. The reviewincludes evaluang of eects of the constuentparts, products/soluons already delivered, andthe impact to customers.

C-Innovaon has a documented purchasingsystem that ensures products and services are

purchased from a controlled set of suppliers.Suppliers are selected on their ability to supplyproducts and services in accordance with therequirements of C-I. Key suppliers go througha qualicaon process. As new suppliers arequalied, CI updates the MPS system.Products and services are purchased through CIsMPS system, which requires that all purchaseorders include relevant informaon associatedwith the purchases such as approvals, productspecicaons, and any other crical informaon.Purchases are veried to ensure the productsmeet the specic requirements.

Purchasing vericaon acvies include enthat products are purchased from pre-qusuppliers and ensuring that test equipmavailable and maintained whenever a prequires unique tesng, source inspecon,house receiving inspecon.

Inspecons, measurements, and equipment ulized in development, produand design vericaon is calibrated and conin accordance with established proceduensure the accuracy of measurements. Eachis properly controlled, calibrated, and reat specied intervals to maintain its acwithin the necessary limits. The QMS inprocedures which ensure that the equipmproperly calibrated.

C-I maintains a record system that incldescripon of the device idener, calibintervals, the next due date, the calibstandards used, and results of the calibraosystem for calibraon and maintainence ison naonally recognized standards.

Customer Property

Customer-supplied material may be mateapplicaon into our products, equipment into assemble our products, or equipment fin product tesng. Unless otherwise stathe contract, CI is responsible for sasfhandling, storage,and retrieval ofcustomer-suppliedmaterial and anyassociated safetyprocedures. Thecustomer is noedif any problemswith the materialare discovered. CImanages customer-supplied materialwith the samec o n s i d e r a t i o nand care as ourown material.

Logiscs

Calibraon of tesng and measuring equip


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Goals


[Targets]

C-Innovaon implemented a QHSE

Management System dang back to 2008

which provides a posive and safe working

culture for our sta members, clients and

subcontractors.

Detailed goals and measurements are

listed within C-Innovaons business plan

to ensure quality performance by each

person. As the year progresses, monitoring

and followed up is conducted by each

department manager to ensure goals and

measurements are obtained.

C-Innovation provides

comprehensive training

in all areas of its QHSE

Management System,

including training on

compliance and practices

pertaining to the scope of

work.

KEY PERFORMANCE INDICATORS

Sasfactory Customer Service

Reduce Polluon

Increase Dive Availability

Increase Management ROV Visits

Increase in Asses sment Knowledge

Compleon Vendor Rangs

Increase in Pro-Acve Eorts

Conduct Periodic System Audits

Laws and Regulations

Measurements

[Target

We usethe

Measurementsto assist in

incident/accident

investigation and

hazard recognition.

Each monththe QHSEdepartment

gathers all pro-active

measures, which include

incidents, accidents,

spills, near misses, WISE

and safety meeting

documents.

Wit h t hisinformationwe are able to

promote awareness

of concerns regarding

the safety of all

employees.

As C-Innovaon connues to grow, it is of the utmost importance that we maintain awareness a

knowledge of local laws and regulaons when working in expanded regions of the world. It is t

responsibility of C-Innovaon to comply with their standards accordingly. With the implementaon

ISO and OSHAS 18001 standards (9001, 14001 & 18001) into our Management System, we will estab

programs, procedures, objecves, training and targets to assure compliance with these laws a

regulaons.


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[Policy and Procedures]

An integrated part of the QHSE Manage-ment System is documentaon of our pro-cesses and procedures.

The purpose of the doc-

umentaon is to help

instruct and guide em-

ployees whose acons

aect the potenal of

being at risk, quality of

work or whose acons

pertain to Leadership/

Resource Management.

All documents have

been made available to

all employees through the company website, In-

tranet or handouts via classroom training. These

documents may pertain to health hazards from

exposure to work environment, communica-

ons with suppliers, vendors or clients, environ-

mental impact research or regulatory law.

Hazard A hazard is considered to be anything

which can cause harm. Some examples of haz-

ards may include chemicals, electricity or stress.

Generally, a hazard is said to be present when

there is an object or a situaon present which

may have an adverse eect on the surrounding.

There can be other hazards such as an explo-

sion, leakage of toxic gas, etc.

Risk - A Risk is taken a chance when a probability

of harm may occur. Risk can be negligib le or canbe high.

[ Remember, you cannot control

what you do not measure, and

you cannot improve what you

do not control. This means to

improve something, you have

to check for competence and

measure it. Training is just

training if it is not grasped. ]

Training Competence

Understanding Risk

HS101 - QHSE Policies & Procedures

ES101 - HV Electrical Safety & PDU Operation

ET101 - Basic DC Electronic Troubleshooting

HT101 - Basic Hydraulics & Fluid Power

RT101 - Schilling ROV Orientation

RT102 - Schilling UHD & DTS Operation &

Maintenance

TL101 - Basic Tooling Integration & Operation (new)

RT104 - Practical Troubleshooting for ROV Systems

SIM101 - ROV Operational Simulator Training

MG101 - Basic/Advanced Leadership, Dale Carnegie

MG201 - Assessor Training and Workplace

Mentoring

Examples of Internal Course Material

Training and assessments

of competence are key

factors in understanding

hazards and addressing

them in a correct manner

that may be presented to

employees and manage-

ment on a daily basis.

When planning training,

managers must establish

which QHSE aspects arerelevant to the specic

needs. This means each specic course shall

present best pracces that are being developed

(Policy/Procedures, Regulaons, Mechanical

Handling, Potenal Risk). There are dozens of

training courses developed and taught within

C-Innovaon to help address hazards and the

ability to migate them before disaster strikes.

Behavior-Based Safety (BBS) has been

introduced as part of C-Innovaons safety

culture. This program is a pro-acve tool

for accident prevenon, aimed at avoiding

undesirable behavior. Changes in behavior

result in a reducon in the probability

of accidents. The main philosophy is to

observe a persons behavior in a work

situaon and then iniate dialogue about

it. Example: Good behavior is praised, and

unwanted behavior is highlighted and

corrected.

BBS consists of four main elements:

Using the BBS tool requires a culture

of openness, where commenng on

the behavior of colleagues is permied

and encouraged. It is important that

the focus must be on improvement, not

punishment.

Behavioral Based Safety Observations

[Policy and Procedure

W.I.S.E.

WORKINGIN

SAFE

ENVIRONMENTS

1. Recognize what kind of behavior

produces risks, and what is safe.

2. Observe how operaons are carried out.

3. Give feedback to each person.

4. Use all available informaon to remove

obstacles that prevent safe/healthy

working condion.


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Listed below are a few examples:Select relevant meeng topics. Discussing in-

formaon that can relate to your employees

helps keep their aenon and has a relaonship

with the type of work they conduct. This en-

ables them to envision the task going to be con-

ducted, idenfy haz-

ards, discuss between

the groups and eventu-

ally eliminate dangers

that may be present.

If you noce that spills

arent being cleaned

up promptly, discuss

that. Items that needs

to be covered: What

happened? Where did

it happen? How can it

be prevented from oc-

curring again? What

hazards are presented by not cleaning spills in

a mely manner? Can it be avoided by takingcorrecve acon?

Employees are a good source for meeng top-

ics. Encourage your employees to suggest top-

ics; they oen know best what and where the

dangers are.

Once you select a topic, research it. If you want

to focus on the safe use of a specic piece of

machinery, consult the manufacturers opera-

ons manual. For handling toxic substances, get

a copy of the material safety data sheet (MSDS).

Ask quesons instead of lecturing Introduce

each new point you want to make by asking

the crew a queson. Wait a short me to let

people think, and then call on volunteers to an-

swer. Use the answers as a

springboard for discussion.

Ask about personal experi-

ence. If you ask a queson

and no one has an answer,

ask if someone has had

any personal experience to

help the group gure out

the answer.

Sck to the topic. If the

crews quesons and com-

ments move too far from

the topic, tell them that

their concerns can be ad-

dressed later, either in private conversaon or

in an upcoming safety meeng. This will alsogive you ideas for future meeng topics.

Assign an employee to assist you. Involve an

employee in choosing the next topic, and take

him or her with you when you do your next

walk-around safety inspecon. You might also

ask the person to help lead the next meeng.


One of the most eecve ways of developinga safety-minded culture is to involve all em-ployees in ongoing Toolbox Talks safety meet-

ings. These informal, brief meengs allow other

employees the opportunity to alert everyone of

potenal workplace hazards and safe workplace

pracces, such as machinery use, tool handling,

equipment use and safety-minded atudes, or

basically anything else that may contribute to ac-

cidents in your workplace. C-Innovaon integrates

this process for all employees throughout the com-

pany and is shared dynamically. This is directed

towards oce personnel, facility personnel and

oshore personnel. All safety meeng notes and

acon items are posted and kept within the Safety

Management System for future review.

Safety Meetings

How to involve employees

Poor housekeeping can be a cause of accidents, such as:

Y Tripping over loose objects on oors

Y Being hit by falling objects

Y Slipping on greasy, wet or dirty surfaces

Y Striking against projecng

Y Poorly stacked items or misplaced material

Too oen, hazards are purposely overlooked due to

a That is not my job, or I did not do it, or Let

someone else x it. mentality, but if the sight of

paper, debris, cluer and spills is accepted as normal,then other more serious health and safety hazards

may be ignored or accepted as normal.

The truth is, the majority of daily incidents and accidents

occur due to poor housekeeping. Good housekeeping at

work provides safe environments and helps you work more

eciently; it can also eliminate some workplace hazards and

help get a job done safely and properly.

SORT(Get rid of it)

SET IN ORDER(Organize)

SHI

(Clean an

STANDARDIZE

(Make Co nsistent)

SUSTAIN(Keep it up)

Separate what is

needed in the area

from what is not;

eliminate the latter.

Organize what

remains in the

work area.

Clean and

inspect the

work area

Standardize

cleaning, inspection

and safety

practices

Safety

(Res

pectworkplaceandemploy

ee)

Createasafeplacetowo

rk

Clean and

inspect the

work area

As C-Innovaon becomes more dynamic with their work scope, training and development of equipme

it somemes leads to required travel for company employees. It is imperave that traveling employ

be prepared to deal with a new environment and culture.

Overseas travelers must deal with local culture, language barriers and foreign government ocials; theref

preparaon is essenal. There are many situaons you should be prepared to encounter while in a fore

country. Traveling in your home country is completely dierent from traveling abroad.

At C-Innovaon, all members of the company a re given adequate mate

for guidance on what to do and what not to do in preparaon for t

journey.

With the assistance of in-house medical sta, any requ

physicals (USCG, OLF, ASO, UK O&G or any other loca

in the world) are able to be obtained in a swi man

including vaccinaons and visa requirements.

Housekeeping

Travel



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RISK ASSESSMENT MATRIX

Likelihoodof Occurrence (L)

Unlikely Seldom Occasional Common Frequent

V.LOW1

LOW2

MED3

HIGH4

V.HIGH5

V.LOW LOW LOW LOW MED

LOW LOW LOW MED HIGH

LOW LOW MED HIGH HIGH

LOW MED HIGH HIGH HIGH

MED HIGH HIGH HIGH V.HIGH

In todays industry, there are a number ofhurdles companies face in the Managementof Change program implementaon andmaintenance, as there is oen unfamiliaritywith and/or uncertainty about how to addressthe various components of the MOC regulaon.A common sense and systemac approach tothe companys Management of Change programis needed to maximize its eecveness, giventhese barriers to success.

It is imperave to clearly d ene the wordchange in the context of a Management ofChange program, as it can be listed as IniatedChange, Reacve Change, Overt Change

or Covert Change pending on its process andobjecve.

The key to Iniated Change from aManagement of Change point of view is thatthe person involved proposes to operate thejob task under condions that have never beenexperienced before. Changes of this type needto be analyzed carefully, oen through use of amul-discipline hazards analysis team.

A reacve change is one that occursspontaneously; unlike iniated change, areacve change is not created by a personsconscious decision.

Organizaonal and personnel changes areoen reacve. The Management of Changeprogram cant eecvely control reacvechanges because they occur by themselves, notbecause someone wishes for them to occur.Therefore, reacve changes have to be throughother elements of the companys ProcessSafety Management program and may requireaddional invesgaon, root cause analysis,

etc.

Reacve Changes can be either overt or covert.An overt change is one that is known about, andwhose consequences can be migated beforean accident actually takes place. If allowed toconnue, an accident may occur, so some sortof acon must be taken. Overt change is oengradual and can be controlled when detected.

A covert change is not known about before it isrevealed which oen can happen quite suddenly.It is not generally possible to install safeguardsto idenfy covert, reacve changes becausethose changes are inherently unpredictable.Covert changes somemes occur to ulitysystems that serve more than one operang

unit. Each operang unit may make properlycontrolled changes to its own equipment, notrealizing the eect the changes are having onthe system eect.

Basic steps in implemenng a

producve JSEA program within our

company are driven by:

1Involving our employees. Theemployee parcipaon processdelivers a unique understanding of th

job.

2Reviewing accident history. Whave the ability to review pasevents within C-Innovaon whether

is local, regional or global.

3Conducng preliminary joreview. Discuss with employeethe exisng hazards in their curren

work environment and surrounding

Ulize brainstorming technique

being creave in establishing ideas t

eliminate or control possible hazards.

4Lisng, ranking and senpriories for hazardous jobHighlight jobs with hazards tha

present unacceptable risks, based o

the likelihood they will occur and wit

high consequences. These jobs shall b

your rst priority to analyze.

5Outlining the steps or tasks. Ajobs can be broken down into jotasks; document enough informao

to describe each job acon withou

geng overly detailed.

6Commitment by all. If there immediate danger to an employeeslife or health, take immediate acon t

protect the worker by conducng sto

work authority.

Y Jobs with high injury or illness rates

Y Jobs with high potenal causing severe

or disabling injuries

Y Jobs in which simple human error could

lead to severe accidents or injuries

Y Jobs that are new to your operaon or

have undergone changes in processes and

procedures

While working and dealing withsafety sensive tasks each andevery day, it is important to retain and use

JSEA as the focal point, always modifying

improvements through JSEA techniques.

Idenfying controlled measures before

undesirable events occur is a key focal

point that we are constantly looking at

when referencing hazards.

The QHSE Management System captures

all JSEAs to date for future reference and

reviews.



The Meaning of the Word Change

The integraon of situaonal awareness and dynamic risk assessment related to key work indicatorsin todays market is the crical element in Managing Risk on mulple levels. Being able to und erstandeach risk involved, including constant changes on the job, is key when it comes to priorizing whatevents need the highest level of acon. Everyone parcipang in the job must stay alert to the ongoingchanging condions, obvious or latent condions or escalang factors that require prompt idencaon,comprehension and appropriate implementaon of acons. The incorporaon of situaonal riskawareness denes the companys culture in knowing how to prevent risk from evolving.

Risk Assessment


Job Safety and Environmental Analysis

JSEA Examples


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[Facility Planning]

Hurricanes are a fact of life along theGulf Coast. As new seasons approach,we use the knowledge gained from previous

years to prepare the facility and all personnel.

We focus on maintaining constant informa-

on through news re-

ports when a storm be-

gins to form. We keep

all personnel informed

in case the storm is

headed in our direc-

on. Hurricane pre-

paredness procedures

detail steps we take as

a company. Our Crisis

Management Team is

responsible for updat-

ing, publishing and dis-

tribuon of hurricane preparaon, securing

and evacuaon procedures. Each member of

the team has his/her own responsibility to

his/her department. When crews are work-

ing during hurricane season, we tell them to

be prepared in case of an extended stay by

bringing extra clothes, medicines and call-

ing cards. In addion, we remind our em-

ployees to make sure they have a hurricane

plan for their family, including an evacuaon

plan for where they are going and to insur-

ing they have all the important informaon

they need, such as documents, medicaons,

cash or checks (in case ATMs and credit card

machines are down) ashlights an generators.

It is not a maer of if an emergency willtake place, rather when. In preparaonfor these events, it is the responsibility of the

QHSE department to ensure each and every

employee, visitor, vendor or subcontractor

is fully aware of po-

tenal hazards that

may exist and, more

important, how to

react when an emer-

gency takes place.

Throughout the

year, all employ-

ees are connually

trained for emer-

gencies. This re-

sponsibility is put

to the test during

extensive training drills, as dedicated per-

sonnel are ready to react when needed.

In addion to extensive training, we have an

emergency procedures list detailing who to

call, what to do and how to act to ensure ev-

eryones safety while at C-Innovaons facili-

es. Example:

Emergency Preparedness

Fire, Chemical, Bomb Threat, Earthquake,

Anthrax Environmental Preparedness

Spills, Chemical Induced, Containment,

Decontaminaon Hurricane Procedure

Gulf Coast Oces Security and Business

Travels

Emergency Planning Hurricane Preparedness Environmental impact is an important issue

across the globe and local neighboring

communies. In order to help minimize

environmental footprint on the globe,

C-Innovaon has developed an Environmental

Management System according to ISO

14001:2004 standard.

At C-Innovaon we use environmental friendly oil

in all of our oshore remotely operated vehicles,

including the majority of all tooling equipment

used in support of ROV operaons.

Each employee is fully trained on the importance

of prevenon of marine debris and the increased

chance of loss of marine life it could have with its

eect.

[Environment

In addion, we have a recycling program

each facility aimed at eliminang waste

teries, electronic waste, aluminum, recy

metals and uorescent lights.

C-Innovaon connues to train personn

environmental impact with the use of o

ergy consumpon and transportaon of

Connual eorts will be made to reduce

amount of oil used to operate the comp

oshore assets.a


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Brad MalcolmQHSE [email protected]

Hilary CreamerQHSE Assistant985-612 [email protected]

qhse Management System Manual

[Contact Information]

Documents

Qh Se Manual