Induction Handbook - Bourbon Offshore Greenmar

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Induction Handbook
BOG-PRD-0204.0002
INDUCTION HANDBOOK
(insert photograph or text here if applicable)
BOG-PRD-0204.0002-ver.04
Version N°04. Original date: 09 December 2013. Revision date: 29 July 2014. Valid version only on QMS site.
Procedure prepared by: BOG Training & Development Manager. Approved by: BOG Training & Development Manager. Validated by: BOG Quality Manager.
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Table of Contents
1
Introduction ............................................................................................................................................... 3
2
Section 1: BOURBON Group Information .............................................................................................. 3
3
Section 2: Bourbon Offshore Greenmar (BOG) Information ..............................................................11
3.1
General ............................................................................................................................................11
3.1.1
Executive Team ........................................................................................................................11
3.2
CREW DEPARTMENT ....................................................................................................................17
3.2.1
INTRODUCTION ......................................................................................................................17
3.3
Training Department ........................................................................................................................23
3.3.1
INTRODUCTION ......................................................................................................................23
3.4
Operations Department ...................................................................................................................25
3.4.1
INTRODUCTION ......................................................................................................................25
3.5
Technical Department .....................................................................................................................35
3.5.1
INTRODUCTION ......................................................................................................................35
3.6
HSE DEPARTMENT .......................................................................................................................40
3.6.1
INTRODUCTION ......................................................................................................................40
3.7
QUALITY DEPARTMENT ...............................................................................................................42
3.7.1
INTRODUCTION ......................................................................................................................42
3.8
SUPPLY CHAIN ..............................................................................................................................44
3.8.1
Introduction ...............................................................................................................................44
3.9
IT DEPARTMENT ...........................................................................................................................45
3.9.1
INTRODUCTION ......................................................................................................................45
3.10
Finance & Administration Department ............................................................................................47
3.10.1
INTRODUCTION ......................................................................................................................47
3.11
HR Department ...............................................................................................................................48
3.11.1
INTRODUCTION ......................................................................................................................48
4
APPENDIX Offshore Staff ......................................................................................................................49
4.1
APPENDIX CREW DEPARTMENT ................................................................................................49
4.2
APPENDIX TRAINING DEPARTMENT ..........................................................................................53
4.3
APPENDIX OPERATIONS DEPARTMENT ....................................................................................58
4.4
APPENDIX TECHNICAL DEPARTMENT .......................................................................................59
4.5
APPENDIX HSE ..............................................................................................................................67
4.6
APPENDIX IT DEPARTMENT ........................................................................................................74
Version N°04. Original date: 09 December 2013. Revision date: 29 July 2014. Valid version only on QMS site.
Procedure prepared by: BOG Training & Development Manager. Approved by: BOG Training & Development Manager. Validated by: BOG Quality Manager.
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1 Introduction
Welcome! to the Bourbon world, and to Bourbon Offshore Greenmar in particular. Whether onshore or
offshore, you are embarking on an adventure that is Bourbon. It is an adventure that will both excite and
challenge you.
This is your handbook to help you navigate the organisational waters. It starts in Section 1 with a look at the
current Bourbon strategy that affects all that we do and how we do it. This is followed by a message from the
Chairman, and the Chief Executive Officer of Bourbon, to help you further understand the place that this
strategy holds at the heart of Bourbon’s ambiitions for its clients and as a leader in the offshore.
Section 2 looks more closely at your chosen affiliate, Bourbon Offshore Greenmar. You will find about each
department including information about the personnel and how to contact them.
Finally, in the appendix at the back of the handbook, you can find additional information relating to each
department organised according to whether you will be working onshore, or offshore.
Welcome Aboard!
Alan BROOKE
Training & Development Manager
2 Section 1: BOURBON Group Information
BOURBON 2015 Leadership Strategy
BOURBON’s strategic plan for 2015 is in line with the prospects of the Horizon 2012 plan. That plan
consisted of investing €2 billion to replace obsolete vessels in continental offshore and of developing the
deep offshore Subsea Services business.
A strategy of growth and value creation
BOURBON’s new strategic plan for 2015 continues a voluntary growth policy. Its purpose: making the Group
the world leader in offshore oil and gas marine services.
Backed by its existing fleet of new vessels called for in this investment plan, BOURBON is setting the
following financial and operational objectives:
For the period from 2011 to 2015:



A new building investment of US$ 2 billion in offshore vessels
Average growth in revenues of 17% per year
A minimum of a 95% availability rate for vessels in 2015
And in 2015 :



A ratio of EBITDA to revenues of 45%
A ratio of EBITDA to capital employed of 20%
A decline in BOURBON’s operating costs of 4% by the year 2015 (at constant exchange rates).
Satisfying increasingly demanding clients
BOURBON places client satisfaction at the core of its strategy, and to that end:
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

is lowering operating costs by investing in innovative, high productivity vessels,
and is providing them with a full range of services from IMR vessels to crewboats.
After its new plan, in 2015, BOURBON will have 600 new generation vessels, of which 280 supply vessels
and 320 crewboats.
Investments in mass produced vessels will contribute to growth in deep offshore and also to accelerate the
strategy of substituting obsolete vessels on the continental offshore market.
A sound financial structure leading to strong profitability
This ambitious financial plan will be funded by means of the following:



disposals of assets starting in 2010 for €500 million, mainly bulk carriers as well as non-core
business activities;
better investment spread in the construction of new vessels, with payment of 75 % of the price upon
delivery of vessels (compared with 20% today),
long-term financing for US$400 million over 12 years with the China Exim Bank.
Given this growth policy and the funding method chosen, BOURBON is setting a goal for the Group’s debt in
2015 to be 50% less than shareholders’ equity and to account for less than twice the EBITDA.
Committed Men and Women: one of the key factors for the success of our goals
The success of BOURBON’s 2015 strategic plan is of course based on client confidence and loyalty, the
economic environment and also on professionalism, a sense of responsibility and solidarity among the men
and women that make BOURBON every day with enthusiasm. By the end of "BOURBON 2015 Leadership
Strategy plan", BOURBON will employ 12,000 employees.
The personal commitment of each and every employee will be vital for achieving all the plan’s goals, for
satisfying clients, as well as for improving operational safety and the quality of service. Recruitment, skills
management, training and development will be the challenges facing BOURBON in helping them to make
their contributions to the goals under the plan.
In making BOURBON’s 2015 plan a success, the Group will rise to the rank of undisputed global
leader in offshore marine services for the greater benefit of its clients, its employees and its
shareholders.
Review: Horizon 2012 was a real success, and the investments planned have already been made:


The 50 Liberty vessels placed in service are providing the most demanding clients with exceptional
maneuverability, 30% of additional capacity and, first and foremost, a 30% reduction in fuel
consumption.
The Subsea business has developed knowhow that is now recognized. It is in this context that the
Bourbon Evolution 800 vessels will soon be placed in service. This is a series of 10 IMR vessels that
are innovative and extremely versatile.
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Message from the Bourbon Chairman and Chief Executive Officer
Chairman Jacques de CHATEAUVIEUX
CEO, Christian LEFEVRE
How does the BOURBON 2015 Leadership Strategy plan fit into the Group’s
history and global strategy?
Jacques de Chateauvieux:
The strategy of growth has been central to BOURBON’s history, especially with its focus
on
offshore
marine
services.
Initially a pioneer in the growth of deepwater offshore, and gaining a leadership position
in 2007, BOURBON began the renewal of the market’s old and obsolete continental
offshore fleet with the successful Bourbon Liberty series becoming, at the same time, a
reference in the new and growing sector of Subsea services.
BOURBON 2015 is a continuation of the two previous plans and is intended to give
BOURBON a decisive competitive advantage in these three markets, and to deliver a
growth rate of 17% per annum over the period.
At the beginning of 2012, what progress has been made towards the realization of
BOURBON 2015?
Christian
Lefèvre:
Since July 2010, we have engaged 65%* of the plan’s 2 billion US Dollars for the
commissioning of 3 series of supply vessels which will be delivered from mid-2012 to
2014.
At the same time in 2012, we will continue to take delivery of the vessels commissioned
under the previous investment plan.
*as of June 20, 2011
BOURBON is now a pure offshore player which evolved from its role as a
Shipowner to that of a service provider for the oil and gas production and
processing industries. How does this evolution affect the Group's positioning?
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Jacques de Chateauvieux: Our clients inevitably allocate their human and financial
resources to their core business. This means that they treat their sub-contractors as
closely-allied partners in the implementation of their strategy. To be in the top league,
BOURBON has developed its service offer along 3 lines:



The technical specifications of vessels to combine flexibility, maneuverability and
reduction in clients’ utilization costs
Putting safety as a top priority, totally integrated with the oil companies’ needs and
the systems they have defined.
An organization focused on client relations and the implementation of qualitystructured processes under the direct responsibility of our managers, all over the
world.
Client satisfaction is central to your ambitions and guides your operating
strategy. How do you implement this strategy?
Christian Lefèvre: Marine operations are by definition very exposed: the risk
management and more specifically the operational risk management is therefore a major
concern for our clients.
We are responding to their demands with a 4-pillared operational strategy:

The safety of people, assets and environment onshore and at sea:
Throughout our company we do our utmost to achieve “zero-accident.” No operation is
conducted before a risk assessment analysis has been done.

The personnel’s skills to guarantee quality of service:
BOURBON is determined to recruit and promote qualified and experienced personnel for
the proposed operations, applying its own procedures along with those defined by clients.

Reliability and availability of vessels for continuity of service:
BOURBON builds its vessels in series and standardizes their equipment. This means that
personnel can be trained worldwide on simulators and it is a considerable advantage for
preventive maintenance – all of which helps toward better availability of our vessels for
clients.

Cost optimization:
30% to 50% of our clients’ costs relate to vessel fuel consumption. In our series of 76
Bourbon Liberty vessels, diesel-electric propulsion combined with the commitment of our
officers enables clients to make fuel-consumption savings of 30% compared with a similar
vessel with standard propulsion.
People say that innovation is in BOURBON’s DNA. Where does BOURBON stand
with innovation today?
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Jacques de Chateauvieux: If you look at the structure of our fleet, visit our vessels or
listen to what clients say about BOURBON, our innovative approach stands out.
But it is not limited to tools – it extends to the organizations, values and attitudes provided
and put into practice every day, all over the world, by the women and men who work for
BOURBON.
Practicing “empowerment” and fully engaging with subsidiarity is a form of innovation.
Encouraging managers to take the necessary time to listen, to better manage and help
expand each individual’s commitment, also necessitates innovation in everyone’s personal
attitude and conduct.
Opening up to innovation in all its forms is undoubtedly a key component of BOURBON’s
DNA.
With your positioning as a top-level service provider and your ambition to
become the preferred company in the oil and gas production and processing
industries, employee commitment is critical. How do you manage this?
Christian Lefèvre:
Motivating employees is the key to success. This is primarily due to the Group philosophy
and the attention managers devote to their direct teams, on board the vessels and
onshore, within all our affiliates.
The 23% average annual growth that our offshore services business has enjoyed in the
last ten years has created a world of opportunities for our employees.
To underpin this growth, we have initiated a development program for our shore-based
managers and vessel commanders and for other key positions.
Jacques de Chateauvieux: A good illustration of what Christian Lefèvre said is the
progress we have made on governance within BOURBON’s Executive Board: what a
brilliant example of the success of our commitment in the year since January 2011!!
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Version N°04. Original date: 09 December 2013. Revision date: 29 July 2014. Valid version only on QMS site.
Procedure prepared by: BOG Training & Development Manager. Approved by: BOG Training & Development Manager. Validated by: BOG Quality Manager.
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Version N°04. Original date: 09 December 2013. Revision date: 29 July 2014. Valid version only on QMS site.
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Version N°04. Original date: 09 December 2013. Revision date: 29 July 2014. Valid version only on QMS site.
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3 Section 2: Bourbon Offshore Greenmar (BOG)
Information
3.1 General
3.1.1 Executive Team
Managing Director
Executive Assistant
Cyrille LE BRIS
Estelle JOUSEAU
Deputy Managing Director
Antoine BERTREUX
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OFFICE LOCATION
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BOURBON OFFSHORE GREENMAR ORGANISATION
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LIST OF VESSELS
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LIST OF VESSELS
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3.2 CREW DEPARTMENT
3.2.1 INTRODUCTION
The aim of the Crew Department is to have qualified personnel for the appropriate positions on board
of its vessels. These seafarers are responsible for the front-line operations of our vessels and for
providing the service to our clients. In this highly regulated industry, the Crew Department has to make
sure that it recruits seafarers with the correct qualifications, and then to organise the regular transfer of
its seafarers to and from each vessel operated by Bourbon Offshore Greenmar.
Seafarers usually work on 2 month rotations. This means that seafarers will work for 2 months on a
vessel and then expect to be home for about 2 months. Challenges facing the Crew Department
everyday are to help the seafarers apply for visas to rejoin their vessels, catch their flights, and to be
transferred to their vessels – often by crew boats or by helicopter to a nearby fixed installation. Once
on board, there is a brief hand-over period with the off-signing seafarer (sometimes referred to as the
“back-to-back”) who will return home for a period of leave.
The Crew Department is led by the Crew Manager who closely cooperates with the Recruitment,
Training & Development Team.
The Crew Department is divided into 5 Groups, which are led by a Crew Coordinator who reports to
the Crew Manager. The Groups are divided accordingly:
 Group 1 – Liberty Fleet
 Group 2 – Subsea Fleet
 Group 3 – Standard Fleet
 Group 4 – Support Fleet
 Group 5 – Multipurpose Fleet
Every Group consists out of the Crew Coordinator who has a number of ships each, and is supported
by the Crew Assistant. Furthermore, the Crew Administration is part of the department and
contributes
to
the
overall
performance
of
the
whole
department.
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BOG Crew Manager
Senior Crew Manager Assistant
Wojciech DRZEWIECKI
LIBERTY FLEET
Kim TONKA LAURANCE
Crew Coordinator
Crew Assistant
Crew Assistant
Marianne CANDISH
Matthew POWELL
Ana DA COSTA
SUBSEA FLEET
Crew Coordinator
Crew Assistant
Andromachi PLARINOU
Sébastien GAREL
STANDARD FLEET
Crew Coordinator
Crew Assistant
Crew Assistant
Alexia DELIGIANNI
Marie HESS
Elise ARBEZ
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SUPPORT FLEET
Crew Coordinator
Crew Assistant
Aferdita CATOT
Cécile MINVIELLE
MULTIPURPOSE FLEET
Crew Coordinator
Crew Assistant
Sébastien TORRES
Renata BONI RUSCHEL
Administration
Coordinator
Marta AUERBACH
Senior Crew
Crew Administrative
Administrative Assistant Assistant
Mélanie BERTHET
Naoual BOUCHOU
Crew Administrative
Assistant
Lamia RAMOU
Apprentice Crew
Administrative Assistant
Chantha LEAS
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Recruitment Supervisor
Aleksandra DORAY
Recruitment Assistant
Sandra LOIS
Subsea Recruitment Supervisor
Mark GARNER
INTRAGROUP MANNING SERVICES
Crew Coordinator
Crew Coordinator
Crew Assistant
Léonie COSSON
Sandrine LAUNAY
Nicolas DUGOURD
Crew Assistant
Alexandra VUILLEUMIER
Crew Assistant
Audrey MARTINEZ
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Contacting the Crew Department
Title
Name
Email Address
Crew Manager
Senior Crew Manager Assistant
Wojciech DRZEWIECKI
Kim TONKA LAURANCE
Please contact designate person first
[email protected]
+41 22 363 9139
Crew Coordinator
Crew Assistant
Crew Assistant
Marianne CANDISH
Matthew POWELL
Anabela DA COSTA PERIERA
[email protected]
[email protected]
[email protected]
+41 22 363 9169
+41 22 363 9190
+41 22 363 9195
41137
41172
41108
Crew Coordinator
Crew Assistant
Crew Assistant
Alexia DELIGIANNI
Elise ARBEZ
Marie HESS
[email protected]
[email protected]
[email protected]
+41 22 363 9161
+41 22 363 9181
+41 22 363 9184
41171
41188
41179
Crew Coordinator
Crew Assistant
Sébastien TORRES
Renata BONI RUSCHEL
[email protected]
[email protected]
+41 22 363 9182
+41 22 363 9119
41165
41180
Crew Coordinator
Crew Assistant
Andromachi PLARINOU
Sébastien GAREL
[email protected]
[email protected]
+41 22 363 9171
+41 22 363 9142
41131
41134
Crew Coordinator
Crew Assistant
Aferdita CATOT
Cécile MINVIELLE
[email protected]
[email protected]
+41 22 363 9278
+41 22 363 9188
41141
41189
Administration Coordinator
Senior Crew Administrative Assistant
Crew Administrative Assistant
Crew Administrative Assistant
Crew Administrative Apprentice
Marta AUERBACH
Mélanie BERTHET
Naoual BOUCHOU
Lamia RAMOU
Chantha LEAS
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
+41 22 363 9117
+41 22 363 9162
+41 22 363 9166
+41 22 363 9106
+41 22 363 9132
41187
41107
41109
41199
Recruitment Supervisor
Recruitment Assistant
Subsea Recruitment Supervisor
Aleksandra DORAY
Sandra LOIS
Mark GARNER
[email protected]
[email protected]
[email protected]
+41 22 363 9174
+41 22 363 9101
+41 22 363 9109
41122
41167
41196
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hours)
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Intergroup Manning Services
Title
Name
Email Address
Crew Coordinator
Crew Coordinator
Crew Assistant
Crew Assistant
Crew Assistant
Léonie COSSON
Sandrine LAUNAY
Alexandra VUILLEUMIER
Nicolas DUGOURD
Audrey MARTINEZ
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
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Fixed Line (office
hours)
+41 22 363 9183
+41 22 363 9183
+41 22 363 9192
+41 22 363 9153
+41 22 363 9108
IP
41156
41156
41190
41146
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3.3 Training Department
3.3.1 INTRODUCTION
The purpose of the Training Department is to implement processes & activities to enhance employee’s
knowledge, skills and capacities for the purpose of improving organisational effectiveness and
performance. In order to achieve this purpose, Bourbon has developed a Competence Management
System (CMS) with the following specific objectives:
 Improving skills and development of seafarers;
 Encourage a high standard of safety and to reduce incidents and control risks;
 Provide to a high operational standard and to improve service quality;
 To have the best-qualified crew to implement BOURBON’s strategic vision.
The Training Department fulfills this pupose and objectives following a 5 step process: determine needs,
create a plan, deliver the training, evaluate the training, and monitor the whole process.
Priority is given to training courses that are part the ‘Bourbon Standards Trainings’. However, training is
also driven by regulatory requirements, clients requirements, and other such things as corrective actions
following incident investigations.
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Training Team
Training & Development Manager
Alan BROOKE
Contact: [email protected]
Training Coordinator
Muriel LE HELLOCO
Contact: [email protected]
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3.4 Operations Department
3.4.1 INTRODUCTION
The Operations Department monitors and assists with the deployment of our vessels to ensure that each
vessel fulfills its contractual obligations to the client. We are calling them a ‘department’, however each
Operations Manager is at the head of a ‘fleet’ of ships (see table below) and works with the Crew
Coordinators, Crew Assistants, Purchaser, and Superintentents allocated to each ‘fleet’.
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Operations Team
Operations Director
Antoine BERTREUX
Operations Manager
(DPA)
Operations Manager
Operations Manager
Casper MARÉ
Stéphane ROMÉRO
Guillaume COUMOUL
Operations Manager
Operations Manager
Stéphane TORSET
Cristian MARTINA
Operations Coordinator
(CSO)
Jean-Pascal ARNAUD
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Referent Master
Referent Master
Referent Master
Tonci TOMAS
Gonzalo RAMIREZ
Valter TIJAN
Senior Operations
Assistant
Junior Operations
Assistant
Cindy FEIGNOUX
Magaly PITTET
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Contacting the Operations Department
OPERATIONS
DIRECTOR
Antoine
BERTREUX
Office: +41 22 363 91 68
IP: 41140
Mobile: +33 6 07 64 00 14
CSO
Operations
Coordinator
Jean-Pascal
ARNAUD
Office: +41 22 363 91 51
IP: 41116
Mobile: +33 6 81 47 28 22
DPA
Operations
Manager
Casper
MARÉ
Office: +41 22 363 91 52
IP: 41178
Mobile: +41 79 853 94 16
DEPUTY DPA
Operations
Manager
Guillaume
COUMOUL
Office: +41 22 363 92 89
IP: 41110
Mobile: +33 6 07 64 45 82
DEPUTY CSO
Operations
Director
Antoine
BERTREUX
Office: +41 22 363 91 68
IP: 41140
Mobile: +33 6 07 64 00 14
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
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3.5 Technical Department
3.5.1 INTRODUCTION
The Technical Department have a duty to oversee that our vessels’ integrity is maintained. This involves
monitoring planned maintainance of the ships’ hull and machinery, assisting with troubleshooting efforts
following main or auxilary equipment failure, audit and certification of hull and machinery, and also the
planning of regular dry-docks in conjunction with another Bourbon group organisation called Bourbon
Docking.
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Technical Department Organisation (for Purchasing & Logistics see Section 2.5)
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Technical Teams
Technical Manager
Deputy Tech. Manager
Technical Assistant
Jérôme PERSONNAZ
Yann BELASCO
Thao TRA
Technical Superintendent
Vianney SCHOLTZ
Fleet Technical Supertintendents
STANDARD Fleet
Oscar POZA
Zeljko BASIC
Fleet Technical Supertintendents
LIBERTY Fleet
Istok DRAGOJEVIC
Josko KACUNIC
Joachim TREPTOW
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Fleet Technical Supertintendents Cont/...
SUBSEA & MULTIPURPOSE Fleet
Jerzy JELSKI
Rudolf HIRSCH
Pawel BISZEWSKI
SUPPORT Fleet
Denis STOJAK
Specific Support Team
Technical
Superintendent
Technical
Superintendent
Technical
Superintendent
Technical
Superintendent
Stjepo SEPAROVIC
Alem SKRTIC
Manuel BRADOVENT
Petar PECUR
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Contacting Technical Teams
CONTACT
Email Address
Fixed Line (Office Hours)
Mobile # 1
Jérôme PERSONNAZ
Yann BELASCO
Thao TRA
Vianney SHOLTZ
Oscar POZA
Zeljko BASIC
Istok DRAGOCEVIC
Josko KACUNIC
Joachim TREPTOW
Jerzy JELSKI
Rudolf HIRSCH
Pawel BISZEWSKI
Denis STOJAK
Stjepo SEPAROVIC
Alem SKRTIC
Manuel BRADOVENT
Petar PECUR
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
+41 – 22 363 9128
+41 – 22 363 9229
+41 – 22 363 9160
+41 – 22 363 9167
+41 – 22 363 9172
+33 6 13 63 42 80
+33 6 24 48 20 33
+41 765726026
+385 98360397
+385 914050874
+385 918995294
+49 1741958000
+44 7872200739
+41 795460681
+48 525195381
+41 – 22 363 9123
Version N°04. Original date: 09 December 2013. Revision date: 29 July 2014. Valid version only on QMS site.
Procedure prepared by: BOG Training & Development Manager. Approved by: BOG Training & Development Manager. Validated by: BOG Quality Manager.
+385 996808806
+385 981742946
+386 40714009
+385 915247737
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Mobile # 2
+33 676237608
+552183180580
+48 502076866
+385 958058950
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3.6 HSE DEPARTMENT
3.6.1 INTRODUCTION
Offshore support operations are undertaken in a potentially dangerous environment where there is an ever
present risk of equipment incidents or injury to personnel. For this reason, safety is Bourbon’s absolute
priority. It is therefore the duty of the HSE (Health, Safety, Environment) department to monitor the
implementation and operation of the Safety Management System (SMS) to ensure safe operations of ship
and pollution prevention.
HSE Organisation
HSE Manager
HSE Coordinator
Sébastien SOLDO
Marc FARRAS
Q/HSE Assistant
Chloé FUMEY
HSE Superintendents
José FERNANDEZ
Mario MONDELO
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Contacting QHSE Department
Title
HSE Manager
HSE Coordinator
Q & HSE Assistant
HSE Superintendent
HSE Superintendent
Name
Sébastien SOLDO
Marc FARRAS
Chloé FUMEY
José FERNANDEZ
Mario MONDELO
Email Address
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
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Fixed Line (office hours)
+41 22 363 9129
+41 22 363 9165
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3.7 QUALITY DEPARTMENT
3.7.1 INTRODUCTION
The purpose of the Quality Department is to implement and monitor our Quality Management System.
The QMS forms the backbone of our operations to produce a final output of quality that meets all our
clients needs. To achieve this in our dynamic business environment the QMS helps focus on continuous
improvement in all working processes.
Quality Manager
Pierre FAIVRE
Quality Department Activities:
Promotes Quality achievement and performance improvement = awareness, inductions and
campaigns
Supports Affiliate Process Owners in developing their processes and documentation
Manages, maps and optimizes the Organization processes and ensures its interfaces with
the respective Corporate processes
Manages Internal, External (Clients, Flag, Class) and Suppliers Audits
Manages non-conformities, awards, complaints and suggestions for improvement
Manages the QMS Auditors Pool and ensures the competence of its audit team members
Ensures control of documents and records indicated in the Affiliate processes and
recommends new documents or records to the corresponding Process Owner whenever
deemed necessary
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3.8 SUPPLY CHAIN
3.8.1 Introduction
The procurement or supply chain system at Bourbon Offshore Greenmar is part of the Technical
Department and comprises two services. The Purchasing Service which is in charge of dealing with
material order requests from the company vessels. After receiving the order, the Purchasing Service
contact suitable suppliers to find the best price and delivery times. The Logistics Service then take charge
of the item and organise the most appropriate means of transport – courrier, air cargo, or ship cargo – in
order for it to reach the ship in the time required.
PURCHASE & LOGISTICS TEAM
Supply Chain Manager /
Logistics Coordinator
Logistics Coordinator
Jonathan PETTITT
Natacha ROYDOR
Purchasing Apprentice
Victor FONTANNAZ
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3.9 IT DEPARTMENT
3.9.1 INTRODUCTION
The Information Technology department is charged with looking after all of Bourbon Offshore Greenmar’s
computer and networking needs. This includes the use of technology in the office, but also on our vessels
all around the world. Most vessels are fitted with sophisticated satellite communications and networking
systems that allow them to be in constant contact with the main office and with clients and other parties.
The IT department help maintain the funtioning of these systems.
IT Department Organisation
IT Manager
Vincent EVRARD
IT Assistant
Christopher JOHNSON
Office IT Apprentice
Thivishan NAVARATNAM
-----------------------------------------------ON BOARD SUPPORT & INSTRUCTION
Fleet IT Advisor
Alessandro PAVLICA
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CONTACTING IT Department:


Vincent EVRARD:
– Email: [email protected]
– IP Phone: 41125
– Office Phone: +41 (0)22 363 92 20
– Mobile Phone: +33 (0)6 64 94 09 72
– Internal Phone: 220
[email protected]
– Always put Helpdesk in copy:
– IP Phone: 1000
– Email: [email protected]
Version N°04. Original date: 09 December 2013. Revision date: 1 July 2014. Valid version only on QMS site.
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3.10 Finance & Administration Department
3.10.1 INTRODUCTION
The Finance and Administration Department fulfills an important role at Bourbon Offshore Greenmar.
They are responsible for the employee payrolls, fixed asset and financial reporting, handling the payment
of invoices and the collection of cash, controlling costs, and monitoring cashflow throughout the
organisation.
Finance & Admin Manager
Chief Accountant
Accountant
Samuel GIRAUD
Gabrielle CHAZELLE
Olivia GRIVOT
Cost Controller
Accountant/Payroll
(Seafarers)
Accountant/Payroll
(Seafarers)
Stéphane LACROIX
Nathalie GROSJEAN
Emilie TRINCAZ
Accountant
Accountant
Julia PARIAT
Lazaro RAMIREZ PEREZ
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3.11 HR Department
3.11.1 INTRODUCTION
The Human Resources function at Bourbon Offshore Greenmar relates to the onshore
personnel management for those working in the main office in Nyon, Switzerland, but
also for other personnel working onshore in other parts of the Bourbon world. Among
other things, they are responsible for hiring, promoting, and reassigning staff; managing
the yearly performance appraisal process; and also for establishing wages and other
benefits.
HR Manager
HR Coordinator
Lauranne PELTIER
Céline FORFERT
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4
APPENDIX Offshore Staff
4.1 APPENDIX CREW DEPARTMENT
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IN CASE OF ANY FLIGHT CHANGES
OR CANCELLATION
Dear Sirs,
Should any of your flights from home to your final destination or back
home, be delayed or cancelled, please note that you have the obligation to
call and inform us.
 To possibly assist in finding new flights.
 To keep our agents informed of your delay.
We may be able to help you much quicker and efficiently than the airline
you are booked on. Stay at the airport and call us.
Please call us from Monday to Friday, from 0800 am to 1700 pm on either
one of those numbers:
+41 22 363 91 34
+41 22 363 91 39
+41 22 363 91 35
At any other time please call Crew Dept staff on mobile phone no:
+33 631 06 89 24
Should you not be able to so immediately due to time difference, you must
report on the following day.
Thanks for your understanding
The Crew Departement.
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4.2 APPENDIX TRAINING DEPARTMENT
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4.3 APPENDIX OPERATIONS DEPARTMENT
International Regulations for Preventing Collisions at Sea
Rule 5. Look-out
Every vessel shall at all times maintain a proper look-out by sight and hearing as
well as by all available means appropriate in the prevailing circumstances and
conditions so as to make a full appraisal of the situation and of the risk of
collision.
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4.4 APPENDIX TECHNICAL DEPARTMENT
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2nd Engineer – Handover
report
BOG-FRM-02.0006
nd
Engineer (Full name):
nd
Engineer (Full name):
Vessel:
Incoming 2
Date / Place:
Outgoing 2
nd
This is to certify that I, incoming 2 Engineer, have been duly appointed and that the following documents
procedures and equipment (as applicable to this vessel) have been checked by me and have been found
to my satisfaction:
nd
Departing 2 Engineer – Please provide brief details regarding the status of the following equipment:
STATUS NOTES
EQUIPMENT
Main Engines
Auxiliary Engines
Thrusters
Gear Boxes
CPP / VPP Systems
Alternators
Steering Systems
1/7
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2nd Engineer – Handover
report
BOG-FRM-02.0006
Pumps and Pipe Work
Winches
(Anchor
Handling,
Towing,
taggers, Other)
Windlass
Capstans
and
Dry Bulk Tanks and
Systems
Cargo and Ballast
Tanks ( water, fuel,
mud, ballast, other)
Compressors
Refrigeration plants
Air
conditioning
Heating systems
/
Electrical / Electronic
systems
2/7
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2nd Engineer – Handover
report
BOG-FRM-02.0006
Fuel Oil and Lube oil
separators
Fuel oil and Lube oil
filters
Main engine and other
cooling water systems
Bilge water system
Sludge / Waste / Dirty
Oil- soundings and
systems
Sea water
and filters
strainers
Cranes, Davits
equipment
and
FRC / Work boats /
Other craft
Status of planned
maintenance system
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2nd Engineer – Handover
report
BOG-FRM-02.0006
Work planned outside
of
planned
maintenance system
Ongoing
work
unfinished work
/
Other
systems,
Machinery
or
equipment applicable
to the vessel
General Cleaning and
Condition
(engine
room,
machinery
spaces, tank top etc.)
Departing 2
department:
nd
Engineer – Please provide brief details regarding the following items relating to the engine
ITEM
Repairs: Carried out,
In
progress
or
arranged
Defects /
concern
Areas
DETAILS
of
PMS
Ordered Parts
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2nd Engineer – Handover
report
BOG-FRM-02.0006
nd
Departing 2 Engineer – Please provide any other applicable and relevant information including any
local area factors that may affect the safe operation of the vessel, and any other brief details regarding
nd
any other issues or conditions onboard the vessel for the ready information of the joining 2 Engineer in
the space below:
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2nd Engineer – Handover
report
BOG-FRM-02.0006
nd
Joining 2 Engineer – Following hand over discussion and review of the above details with the departing
nd
nd
2 Engineer, the Joining 2 Engineer should make an inspection tour of the applicable parts of the
nd
vessels (preferably accompanied by the departing 2 Engineer and/or Chief Engineer). On completion,
brief details of any observations (if required) should be made in the space below:
Joining 2
nd
Engineer:
Signature:
nd
Signature:
Departing 2
Engineer:
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2nd Engineer – Handover
report
BOG-FRM-02.0006
ADDITIONAL NOTES
Joining Chief Engineer (Signature as applicable)
Departing Chief Engineer (Signature as applicable )
Checked by Chief Engineer:
(Name & Signature)
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4.5 APPENDIX HSE
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4.6 APPENDIX IT DEPARTMENT
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Safe!
Version N°04. Original date: 09 December 2013. Revision date: 29 July 2014. Valid version only on QMS site.
Procedure prepared by: BOG Training & Development Manager. Approved by: BOG Training & Development Manager. Validated by: BOG Quality Manager.
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