sumergia

QUALITY MANUAL

MANAGEMENT SYSTEM
POLICY AND OBJECTIVES

DOCUMENT NO. SUM-SQ-0151-MA

Copyright: This document is the intellectual property of Sumergia and must not be
copied in part or in whole or given to third parties without the express permission in
writing of the company.
Change Authorisation: If this document is part of the Sumergia Business Management
System, changes must not be made to this document without the authorisation of the
SHEQ Department. If this document is a Project Procedure no changes must be made
without the prior authorisation of the Project Manager.
 sumergia
Title : QUALITY MANUAL – MANAGEMENT SYSTEM Rev : 4
POLICY & OBJECTIVES Date : 4/1/2012
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DOCUMENT APPROVAL

sumergia
NAME POSITION PURPOSE SIGNATURE DATE
Prepared By
Ramón Alía SHEQ Manager
Checked By
Ramón Alía Diving Operations
Manager
Approved By
Antonio Valverde Managing Director
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TABLE OF CONTENTS

DOCUMENT APPROVAL ................................................................................................................................... 2

TABLE OF CONTENTS........................................................................................................................................ 3
AUTHORISATION STATEMENT ......................................................................................................................... 4
1.0 INTRODUCTION ...................................................................................................................................... 5
1.1 ISO 9001: 2008 SCOPE OF APPROVAL ............................................................................................................. 5
1.2 ISO 9001: 2008 EXCLUSION .......................................................................................................................... 5
1.3 OPERATIONS AND PERFORMANCE OVERVIEW ..................................................................................................... 6
2.0 QUALITY MANUAL .................................................................................................................................. 7
3.0 QUALITY POLICY STATEMENT ................................................................................................................. 8
3.1 STATEMENT.................................................................................................................................................. 8
3.1.1 Our Quality Principals ..................................................................................................................... 8
3.1.2 Our Quality Objectives .................................................................................................................... 8
3.2 SUPPORTING POLICIES .................................................................................................................................... 9
3.2.1 SHEQ Policy GL-SQ-0103-PO ........................................................................................................... 9
3.2.2 Health and Safety Statement GL-SQ-0220-PO ................................................................................ 9
3.2.3 Environmental Policy GL-SQ-0336-PO ............................................................................................. 9
4.0 RESPONSIBILITY AND AUTHORITY AND AWARENESS ............................................................................ 10
4.1 MANAGING DIRECTOR ................................................................................................................................. 10
4.2 SHEQ MANAGER........................................................................................................................................ 10
5.0 RESOURCES........................................................................................................................................... 11
6.0 MANAGEMENT AND PERFORMANCE REVIEW ...................................................................................... 12
7.0 CUSTOMER FOCUS ................................................................................................................................ 13
8.0 MANAGEMENT SYSTEM........................................................................................................................ 14
9.0 MANAGEMENT SYSTEM PROCESS......................................................................................................... 15
9.1 BUSINESS PROCESS MODEL ........................................................................................................................... 15
9.2 TENDERING AND CONTRACT REVIEW PROCESS .................................................................................................. 15
9.3 MANAGEMENT PROCESS .............................................................................................................................. 16
9.4 PERFORMANCE MONITORING AND IMPROVEMENT PROCESS................................................................................ 16
9.5 CORRECTIVE AND PREVENTIVE ACTIONS ........................................................................................................... 17
9.5.1 Corrective Actions ......................................................................................................................... 17
9.5.2 Preventive Actions......................................................................................................................... 17
10.0 MANAGEMENT SYSTEM PROCEDURES ............................................................................................. 18
10.1 MISSION, VISION AND VALUES .................................................................................................................. 18
10.2 POLICIES, STATEMENTS & EXPECTATIONS .................................................................................................... 18
10.3 PROCESSES, PROCEDURES & FORMS .......................................................................................................... 18
10.4 GUIDANCE AND STANDARDS ..................................................................................................................... 18
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AUTHORISATION STATEMENT

The policies, procedures and documentation described within the Sumergia (Hereafter
referred to as SUM) Safety, Health, Environmental and Quality Management System are to
be adhered to at all times by all employees and contractors/subcontractors.

The Safety, Health, Environmental and Quality (SHEQ) Manager shall be nominated as the
Company Representative and shall be responsible, on behalf of the Managing Director, for
monitoring the implementation and for the maintenance of the Company’s Safety, Health,
Environmental and Quality Policy and Management System. He shall have the full co-
operation and backing of the Sumergia management in the performance of these duties and
shall report directly to the Managing Director on all Quality, Safety, Health and
Environmental matters.
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1.0 INTRODUCTION

SUM is an offshore contractor offering worldwide Subsea intervention services to the oil and
gas industries. The Company was formed in October 2002.

The services offered by SUM are diverse and comprise the following:

• Diving
• Subsea Construction
• Support Services
• Vessel Charter
• Survey and Positioning Services
• Diverless Intervention
• Subsea Inspection
• Remote Monitoring and Intervention Technology
• Data Management Services

1.1 ISO 9001: 2008 Scope of Approval

Sumergia have chosen the following scope of work for inclusion within ISO 9001:
2008.

Onshore project management for the provision of Diving/ROV/Survey operations and

services to the Spain and international subsea construction markets.

Attachment 11 contains a comparison matrix between the requirements of ISO 9001:

2008 and the procedures and processes which are in place in SUM to meet these
requirements.

1.2 ISO 9001: 2008 Exclusion

Within the Subsea Diving and Inspection/Repair, Maintenance and Survey market
that SUM is principally offering services design is not considered as a deliverable
service and will remain as an outsourced supply. Control of design from an
outsourced supply will be as directed by the relevant Project Management Team
utilising the project Management Guidelines for control of sub contractors.
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1.3 Operations and Performance Overview

The Company operates as SUM from Villalba House Spain. This office is the centre
for Executive Management, Finance and Administration, Engineering, Commercial
and Marketing and Project Management and Engineering of subsea client
workscopes. The Sevilla and workshop warehouse offers maintenance and storage
support activities which are carried out with state of the art technology.

Both offices operate under the requirements of this manual and where required
individual local procedures to facilitate the performance requirements which are
desired.

In the execution of contracts we recognise the need to perform our work to the highest
standards. To achieve and maintain the best working practices we have implemented
a management system at our facility in order to ensure compliance with the
requirements of our Customers, Company Policy and ISO: 9001:2008. The
management system is detailed and available on the Business management System
(BMS) which is hosted on the company intra and internet web sites.

In order to ensure we can continue to operate to the highest standards the company
recognises that performance indicators must be established; these indicators are
monitored and reviewed to provide potential improvement to the companies’
activities, processes and procedures. Through monitoring our project we can further
tailor our services to better provide for our customers and help enable repeat business
in a competitive market place.

Understanding our processes is key in this drive for performance improvement and as
such each process and procedure is owned by those who have knowledge and
experience in their areas of operations. Departmental Managers are therefore charged
with this ownership and authority of change and improvement.
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2.0 QUALITY MANUAL

The SHEQ Manager is responsible for the preparation, revision, review, approval and issue of
this manual. Its status and distribution are documented and when necessary, it shall be
revised and made available at all necessary locations, as a complete document.
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3.0 QUALITY POLICY STATEMENT

3.1 Statement

We are committed to providing our Customers with a service which offers effective
and efficient subsea solutions at a competitive price.

The following principals and objectives are key requirements in achieving this
statement:

3.1.1 Our Quality Principals

• Customers, employees and suppliers are essential to our success and shall be
treated fairly and with respect in order that we can maintain an optimum working
environment which delivers success for all.

• The accuracy and completeness of processes, software, and hardware are equally
important in the fulfilment of this policy.

3.1.2 Our Quality Objectives

• To maintain a high level of operational efficiency.

• To achieve customer satisfaction and repeat business.

We will strive to ensure a high quality in everything we do through applying our

processes and resources to fulfil contractual and legal requirements. Through project
and business performance feedback we will ensure that we continually learn from our
activities and through this ensure that we can maintain or better our future
performance.

It is the responsibility of operations management, that this policy is communicated to

each single employee to be understood throughout our organisation.
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3.2 Supporting Policies

The above policy is supported by the following specific policies:

3.2.1 SHEQ Policy

This policy is the overall policy statement for Safety, Health and Quality in the
company it principally states Management Commitment to the four fundamentals of
good business practice and then binds all personnel by a duty of care to each other to
ensure that Sumergia can succeed as a business.

3.2.2 Health and Safety Statement

This outlines our commitment to a safety first culture and individual behaviour.

3.2.3 Environmental Policy

This outlines our commitment to preserving the physical environment.

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4.0 RESPONSIBILITY AND AUTHORITY AND AWARENESS

The SUM organisation, structure and processes are defined and documented throughout the
management system which is detailed and available on the Business Management System
(BMS) which is hosted on the company intra and internet web sites and hard copy format, to
show the responsibilities, duties, authorities and interrelation of personnel who manage,
perform and verify work affecting quality.

The organisational arrangements provide for verification activities, including inspection, test
and monitoring of production processes and products, and audit of the Management System.
Detailed duties in this respect are described in job descriptions and in the procedures
contained within the BMS.

All personnel undergo a comprehensive induction training and awareness course. The course
is designed to ensure that personnel are fully aware of the Management System, how it is
presented, its requirements, and their responsibility to work strictly in accordance with those
requirements. Further a Management Newsletter is issued on a quarterly basis and system
awareness issues are an integral part of this when topics arise.

4.1 Managing Director

The Managing Director has the responsibility for establishing company SHEQ
Policies, championing the use of the Management System throughout the company,
ensuring that:

• Appropriate resources are allocated to meet the System’s requirements

• Specific responsibilities and authorities to company personnel are attributed for
implementing the system
• Effectiveness of the system is regularly evaluated

4.2 SHEQ Manager

The SHEQ Manager, who is the management representative for the Management
System and head of the SHEQ Department, has the following responsibilities:

• Assure that SHEQ system requirements are established, implemented and

maintained
• Report on the performance of the SHEQ systems to the Managing Director
• Give specialised consultation in system matters, making available the necessary
support to the areas of the company aiming at the achievement of SHEQ
objectives and targets
• Monitor regularly SHEQ performance indicators, reporting the results for the
management review
• Manage the internal audit process aiming to verify the system’s effectiveness
• Lead special SHEQ projects defined by the board
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5.0 RESOURCES

The availability and provision of adequate resources, including personnel, is of paramount

importance if the quality of the service the Company provides to its Customers is to be
maintained. Resource requirements are identified as part of the Tendering process; please
refer to procedure Tendering Process. Non project resources are generally identified at
management progress meetings.
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6.0 MANAGEMENT AND PERFORMANCE REVIEW

The Managing Director heads a management team which carries out a complete and thorough
review of the Management System in order to ensure its continuing suitability and
effectiveness. The meetings are conducted on an annual and monthly basis; the agenda is set
to ensure that the Management System continues to satisfy the Company's Policies and
Objectives. Records of the meetings, including any resulting actions, are maintained, these
meetings comprise:

• Annual Management Review

• Monthly Executive Meeting

Ongoing company and project performance is monitored on a regular basis throughout the
year on daily, weekly and monthly basis. Performance targets are identified in the annual
Company Mission Critical Tasks and through Key Departmental Performance Indicators.
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7.0 CUSTOMER FOCUS

SUM use specific project management teams to work with clients on their individual scopes
of work. In essence this sets up a single point of contact, the Project Manager, who’s
objectives are to focus all the services and resources which are agreed in the contract to
facilitate the safe and efficient execution of the clients workscope.

By following this approach to liaising with the client there are frequent contacts between
customer representatives and SUM representatives both informally and formally. The SUM
Management and Performance Review Process can capture any relevant feedback from these
contacts and feed the information through the improvement process as required.

At the tender stage feedback is usually informal and the information is usually captured at Bi-
weekly Commercial Management Meetings and the Monthly Executive Management
Meeting.

During the project, feedback is generally more formal, through such vehicles as:

• Daily Progress Reporting

• Customer / Contractor Progress Meetings
• First Point Assessment Meetings
• In house Customer Performance Feedback
• Audits
• Project Close Out Reports
• First Point Assessment Process

Again information contained in such reports and meetings will be captured through the
Management and Performance Review Process.
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8.0 MANAGEMENT SYSTEM

The Management System has been established to meet the requirements of ISO: 9001: 2008.

This quality manual defines an outline structure of the management system whilst serving as
a permanent reference in its implementation and maintenance. The SUM organisation,
structure and processes are defined and documented throughout the management system.
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9.0 MANAGEMENT SYSTEM PROCESS

The main business processes operating within SUM are to support our operational activities.
These processes are:

• Tender and Contract Review Process

• Project Management Process
• Performance Monitoring and Improvement Processes

9.1 Business Process Model

The model shows the main resources that the company utilises:

• People
• Information
• Methods and Standards
• Equipment and Materials

The above are controlled by individual departmental procedures and working

methods. The aim of this is to ensure that standards are in place to process external
elements through the company and thereby provide an output of usable and
recognised resources or source of information which can then be input into the main
operational processes of Tendering and Project Management.

9.2 Tendering and Contract Review Process

This is the process of collecting information & resource availability to enable the
potential completion of customer’s future workscopes. The validity and up to date
nature of these inputs into the tendering process enable SUM to compete
competitively in the market place for work, whilst at the same time provide customers
with the basic information on how SUM can successfully achieve their project
completions.
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9.3 Management Process

Project Management is a complex process which utilises the main resources and
information of the company. The success of any operations carried out by SUM relies
on the accuracy of information and quality of resources which are input into this
process and the validity of the guidance detailed in the procedures for operational
control of project management processes. The Project Management Team also relies
on input from the tender process as the foundations of good project execution both
technically and financially in-order to plan, procure, engineer and assess risk and
hazard to the safe and successful completion of the project for SUM personnel and the
customer. This provision of response to customer’s requirements is then continued
throughout the project and the involved project management processes detail how the
project team should communicate and report on project progress and customer
satisfaction.

9.4 Performance Monitoring and Improvement Process

Within SUM there are many opportunities to report on progress of operations and use
this information for monitoring how the company is performing and then use this
information to potentially foster improvement in the company processes and
procedures.

The main performance indicators are:

• Annual Mission Critical Tasks

• Departmental & Project Key Performance Indicators (PKPI)
• Annual Personal Safety Contracts
• First Point Assessment and Capability Process

Each of the above are set/reviewed annually (except PKPI which are set, when
required, for individual projects in consultation with the client or SUM) and targets
are extrapolated based on previous year performances. During the performance
monitoring process it may be elected by the review team that targets should be
changed to suit current company operations, though such change should not lessen the
companies drive for good performance.

The performance monitoring processes are in the main discrete processes which
operate to monitor individual operational performance; however as a whole the
information each process provides contributes to an overall profile of how the
company is operating.

The annual Sum SHEQ Plan will detail the improvements which are planned for the
next period; however opportunities for improvement will be planned, documented and
tracked at any one of the monthly, weekly or annual performance review venues.
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9.5 Corrective and Preventive Actions

9.5.1 Corrective Actions

Corrective Actions would be generated, primarily, through the following sources:

• Audit findings
• Non Conformance Reports (NCR)
• Undesired Event Reports (UER)
Corrective Actions arising through NCR and UER will be identified in the individual
reports which are collated in the UER/NCR register and incident folders. Actions
arising from significant incidents are reviewed during the Accident Review Team
(ART) meetings and further reviewed during the Management Review.
Corrective Actions arising through audit findings are entered into the C-SAM Action
Tracker for completion and close out. The SHEQ Manager will monitor and approve
these corrective actions.
The effectiveness of all significant corrective actions will be reviewed during the
Management Review.

9.5.2 Preventive Actions

To minimise the potential for non conformances, SUM has identified the likely source
of such non conformances. The most likely source is the procurement and provision
of work equipment. The following procedures and processes will highlight the
preventive actions required to minimise the risk of non conformances:
• Selection of Critical Suppliers
• Requisition/Purchase Procedure
• Receipt & Inspection of Goods
• Preservation of Product
• Goods Despatch Procedure
The effectiveness of these preventive actions will be monitored by audit. Also,
significant NCR and audit findings will be reviewed during the Management Review
with the aim of improving preventive actions.
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10.0 MANAGEMENT SYSTEM PROCEDURES

Quality related activities are controlled by procedures. The procedures, which have been
designed to meet the requirements of BS EN ISO 9001, clearly define the working practices
of the Company and they have been implemented throughout the organisation where the
quality of the product or service could be affected, the full list of procedures is held within
the Sumergia Business Management System. The following identifies the applicable levels of
documentation incorporated into the Business Management System (BMS).

10.1 Mission, Vision and Values

This details the company’s guiding criteria for how Sumergia wish to do business.

10.2 Policies, Statements & Expectations

This level of documentation contains policy documents developed from the Mission,
Vision and Values.

10.3 Processes, Procedures & Forms

This level of documentation also contains manuals, procedures, processes and flow
charts describing how management, supporting and core processes are managed.

10.4 Guidance and Standards

This level of documentation will contain the detailed Supporting documents needed
by each SUM departments. These will be developed at the discretion of the senior
manager. Where appropriate they will contain explanatory information to specific or
additional information.

Each process or procedure is owned by the responsible department head that are
authorised to make changes and approve all process and procedures under their
control.