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See Appendix B to PC03

index

7SECTION 1 – ACCOMMODATION MANAGEMENT

71.0Accommodation Management

71.1Overview

71.2Responsibilities

71.3Work Scheduling

81.4Housekeeping Procedures and Routines

81.4.1Cabin Section

101.4.2Public Areas

101.4.3Offices

111.4.4Sick Bay and Medics Cabin

111.4.5Janitor’s Lockers/Cleaning Stores/Safety Stations

111.5Hygiene Services

121.6Laundry Management

121.6.1Receiving

141.6.2Typical Folding Procedures

151.6.3End of Shift Procedure

151.6.4Onshore Laundering

16SECTION 2 – FOOD PRODUCTION MANAGEMENT

162.0Food Production Management

162.1Overview


172.3Ordering of Food Items

172.4Storage of Food and Consumables

172.5Menu Planning

182.6Establishing Production Levels

182.7 Food Production Service

182.8Safety and Hygiene in the Galley

192.9Cleaning

192.10Personal Appearance Policy

202.11Mess Room Management

21SECTION 3 - OFFSHORE WASTE MANAGEMENT

213.0Offshore Waste Management Procedure

213.1Overview

213.2Definitions


223.4Procedure

23SECTION 4 – MANAGING PEOPLE

234.0Managing People

234.1Induction

234.1.1Overview

244.1.2Responsibilities

244.1.3Procedure

254.2Job Descriptions

254.2.2Overview

254.2.3 Responsibilities

254.2.4Procedure

254.3Training and Development Plan

254.3.1Overview


274.3.3Procedure

28SECTION 5 – CUSTOMER AND CLIENT SURVEYS

285.1Overview

29SECTION 6 – HSE – SAFETY PLAN

296.1Objectives

296.2Targets

306.3Annual Process

316.4Communication

32SECTION 7 – HELI ADMIN SERVICES

327.1Overview


33SECTION 8 – LOGISTICS

338.0Overview

338.2Logistics Induction

338.3Check in Procedures


348.3.2Procedure

348.4Employee Responsibilities

348.4.1Unfit to Travel

348.4.2Failing to Report for a Crew Change

348.5Staff Movements/Weather Delays


358.5.2Procedure

368.6Holiday Requests


368.6.2Unpaid Leave

378.7Out of Hours Contact


378.7.2Procedure

388.8Medivac Procedure


388.8.2 Procedure

388.9Medical and Survival Course Booking Procedure

388.9.1Overview

398.9.2Procedure

40SECTION 9 – COMPLIANCE, INSPECTION, AUDIT AND CONTROL

409.0Compliance, Audit & Control

409.1Overview


409.3Procedure

409.3.1Initiation

419.3.2Preparation

419.3.3Execution

419.3.4Feedback Report

419.3.5Completion

419.3.6Verification

429.4Benefits of Compliance Checks & Establishing Audit and Control Systems

429.5Audit /Inspection System – Management Minimum Requirements

429.5.1Annually

429.5.2Fortnightly

429.5.3Weekly

429.5.4Daily

43SECTION 10 – CLIENT AND CUSTOMER RELATIONS

4310.0Client and Customer Relations

4310.1Overview


4310.3Procedure

4410.4Good Client and Customer Relations

45SECTION 11 – WORK INSTRUCTIONS

45WI 1.1Suction Cleaning

451.1.1Equipment

451.1.2 Health and Safety

461.1.3 Cleaning Method

48WI 1.2Floor – Dust Control Mop

481.2.1 Equipment



50WI 1.3Floor – Damp Mopping (Traditional)

501.3.1 Equipment



52WI 1.4Floor – Damp Mopping (Spot)

521.4.1 Equipment



54WI 1.5Spray Cleaning Hard Floors

541.5.1 Equipment



57WI 1.6Ultra High Speed Buffing

571.6.1 Equipment



60WI 1.7Wash Hand Basin

601.7.1 Equipment



62WI 1.8Shower

621.8.1 Equipment



64WI 1.9Toilet

641.9.1 Equipment



67WI 1.10Urinal

671.10.1 Equipment



69WI 1.11Soap

691.11.1 Equipment



71WI 1.12Paper Hand Towel Dispenser

711.12.1 Equipment



73WI 1.13Toilet Dispenser

731.13.1 Equipment



75WI 1.14Damp Dusting Horizontal & Vertical Surfaces (Hand Height)

751.14.1 Equipment



77WI 1.15Damp Dusting Light

771.15.1 Equipment



79WI 1.16Damp Dusting/Vacuum (Chair/Settee)

791.16.1 Equipment



81WI 1.17Damp Dusting Radiator

811.17.1 Equipment



83WI 1.18High Dusting

831.18.1 Equipment



85SECTION 12 – NEW BUILD MOBILISATION

8512.0 Mobilisation

8512.1Mobilisation Planning

8512.1.1 Mobilisation Tasks and Services

8712.1.2 Key Mobilisation Objectives

8712.1.3 People objectives

8812.1.4 Task objectives

8812.1.5 Pre-Mobilization Meeting

8812.1.6 Sodexo Pre-Handover on Board

8912.1.7 Deep Cleaning & Sanitization

8912.1.8 Rig Mobilization Services

8912.1.9 The Risks Involved in a Mobilization

9012.2 Transit Phase

9012.2.1 Ensuring Stock and Supplies

9112.2.2 Crew organization and Change during journey

9112.2.3 Communications during transit/sail

9112.3 Arrival at Destination

9112.3.1 Seamless Handover

9212.3.2 Crew Repatriation

9312.4 Summary

9312.4.1 Appendix

93(i)Process Map

94(ii)Sample Dashboard

95iii) Sample Client Proposal

SECTION 1 – ACCOMMODATION MANAGEMENT

1.0Accommodation Management1.1Overview

· The objective of an effective Accommodation Management System is to enable the Site Manager to provide an efficient cost effective accommodation service that maintains a clean, healthy and hygienic environment.

Guidance for cleaning procedures is contained in Section 11 of this manual – Work Instructions.

1.2Responsibilities

Site Manager

· Manages and organises accommodation services within agreed quality standards, inventory levels, budgetary constraints and contract specification.

· Manages personnel under his control and ensures they are fully inducted, trained and competent to perform their duties.

· Undertakes regular inspection of accommodation service standards.

· Ensures Deployment Charts are in place to deliver accommodation scope of service.

· Orders and receives stores and monitors usage of cleaning materials and equipment as per the contract requirements.

· Establishes a programme of replacements and renewals in line with contract specification.

· Ensures that all bedding, pillows and duvets are marked with the date when first put into use.

· Reports equipment defects as per the company procedure.

1.3Work Scheduling

Accommodation service extends to all service areas, living quarters, public areas and offices on the Unit and includes all normal housekeeping functions.

Designated Stewards, who may also perform other duties in the course of their shift, will normally undertake the work. Traditionally, each Steward is allocated a specific ‘sector’ or ‘floor’ and has responsibility for its general tidiness and cleanliness throughout their period onboard. The size of each ‘sector’ or ‘floor’ will be determined by the workload required, so as to ensure there is suitable time and resource available to complete the area to defined site standards.

Towards the end of each shift, the team leader will inspect work done and order any remedial action required, ensuring high standards are maintained.

Work Deployment Chart

A Deployment Chart will identify the working day and area of responsibility of each member of accommodation.

Information required to devise Deployment Chart includes: -

· Site plan

· Total Personnel on Board

· Numbers per shift

· Shift start, finish and break times

· Individual duties to meet contractual specification

1.4Housekeeping Procedures and Routines

1.4.1Cabin Section

The Accommodation Steward is responsible for maintaining their area to a routine as agreed with his Manager.

The performance measurement will be that which has been agreed within the Service Level Agreement of the Contract. Where this is not specific the minimum standards will be: -

1. Cabins

· All cabins will be serviced on a daily basis. Ensure there is a documented plan for the unit.

· Change bed linen on change of occupancy or under normal circumstances on a weekly basis.

· Vacuuming, where appropriate is carried out weekly.

· Rubbish is removed from bins.

· Soiled linen is removed.

· Bed is made up with linen of good condition.

· All top surfaces, door handles and televisions are wiped clean.

· All accessible marks on walls or furniture wiped off.

· Clean waste bin is replaced on floor.

· With consent, daily newspapers removed – periodicals stored neatly.

· Cabin defects are reported.

2. Bed Making

Appearance - Bed Make

· Duvet is folded into quarters - fold to front - and placed at bottom of bed.

· Pillows turned daily - puffed up - seams at back - placed at top of bed.

· Bottom sheet is taut.

· Towels are folded and placed on centre of duvet with edges to the back.

Bed linen Changes:

Unless requested for exceptional reasons or as a result of crew changes, bed linen changes should, under normal circumstances, take place once a week.

· Duvet is folded into quarters – fold at front – placed at bottom of bed.

· Towels side by side on top of duvet with seams at back.

· Towels are folded with logo showing if applicable then placed neatly on top of pillows.

· Curtains are straightened / opened.

· Bunk ladders are straightened and the condition of the treads is checked.

Where duvets are not in use a specific local procedure for efficient bedmaking should be in implemented

3. Shower Units and Toilets

Cleaning:

Shower units and toilets should be inspected daily and appropriate cleaning initiated.

· Rubbish is removed.

· Toilets are cleaned. Bowl scrubbed and outside lower surface/seat wiped.

· Basin cleaned.

· Taps and other chrome fittings cleaned and polished.

· Shower bases and drains sanitised.

· Door handles and toilet flusher sanitized.

· Marks/smears are wiped from back of sink and toilet.

· Toilet rolls and soap are checked and replaced as needed.

Appearance:

· Soap is in soap dish.

· Toilet roll is in place with loose/leaf away from wall.

· Toilet lid is left down after cleaning.

· Spare toilet rolls are not stored on light fittings.

· Newspapers/periodicals are removed from shower/toilet area.

· Nail brushes are provided in communal toilet/wash areas, where appropriate.

· Defects are reported.

4. Deep Cleaning

A deep cleaning program will also be established on a quarterly cycle and the records must be held for audit. Cabin and toilet/shower room deep cleaning consists of washing walls, ceilings, bedwells, shelves, vanity units, doors, locker interiors, drawer interiors and furniture. Fabric furnishings and air vents will also be vacuumed and shower curtains laundered. Carpets will be shampooed as and when required.

1.4.2Public Areas

Stewards cleaning the public areas and offices within the Accommodation module will also prioritise their task in relation to level of use/soiling.

A steward will visit every public area for a partial service on a daily basis. This will consist of a general removal of waste and as well as the re-stocking of used supplies, for example at tea points.

Each public area will be fully serviced on alternate days. The basic tasks carried out will be as follows: -

· Rubbish is removed

· Area left neat and tidy

· Worktops are wiped

· Spot clean walls and furniture

· Ashtrays are washed

· Linoleum type floors are swept and mopped

· Carpets are vacuumed

Each area will receive a monthly deep clean which will consist of the following: -

· Fabric furnishings vacuumed

· Furniture frames wiped

· Air vents wiped/vacuumed

· Walls and ceilings washed down to be undertaken on a quarterly basis

1.4.3Offices

Offices will be inspected daily and serviced, which will involve the following: -

· Wiping down surfaces

· Emptying bins

· Removing any obvious marks

· Mopping floor/vacuuming carpet should be undertaken on alternate days

The deep clean schedule will ensure each office receives a quarterly deep clean which will consist, as a minimum, the following: -

· Desks cleaned (subject to client requirement)

· Fabric furnishings vacuumed

· Furniture frames wiped

· Air vents wiped/vacuumed

· Walls and ceilings washed down

1.4.4Sick Bay and Medics Cabin

Cleaned under strict direction and, where required, under supervision of the Medic. Consideration should be given that all persons working offshore have a Tetanus and Hep A & B vaccination.

A specific operating procedure should be drawn up in line with client requirements

1.4.5Janitor’s Lockers/Cleaning Stores/Safety Stations

Each Steward is responsible for ensuring that the janitorial locker allocated to them is kept clean, tidy and stocked to the agreed standard including:

· Sinks and drains that are to be kept clean and free of any accumulated dirt and / or obstructions.

· Equipment which is clean, in good working order and uncluttered.

· Cleaning trolleys that are clean and tidy. A site standard should be in place to determine the correct layout of cleaning trolley and use in public and accommodation areas

· Only authorised cleaning materials should be present. All of which are to be held in original containers, to be stored with all appropriate lids closed and/ or tightly sealed, and preferably at a height no greater than waist / chest height.

· All relevant cleaning schedules posted and signed off accordingly.

· All relevant CHEMICAL EXPOSURES data sheets (MSDS) available for above products to be visible and current with products found in store.

· Eye wash station for first aid treatment in easy location for access

· All personal protective equipment should be accessible. As a minimum, gloves, goggles and masks should be available.

· When not in use the locker / store should be kept locked and secure.

· Mops should be washed and hung to dry at the end of each shift

The Site Manager (sometimes accompanied by the site Medic), shall, as a minimum on alternate days, inspect the janitorial lockers, cleaning trolleys and cleaning stores to ensure compliance to the relevant standards. Any actions raised through this inspection should be logged and actioned with immediate effect.

1.5Hygiene Services

Hygiene services will be provided within the accommodation module for female personnel on board.

The Site Manager is responsible for ensuring that there is a constant supply of items available and that there is also efficient incineration and / or disposal taking place.

1.6Laundry Management

The objective is to provide a quality laundry service to ensure: -

1) The washing and drying of personal clothing and effects any person on board.

2) The washing and drying of work clothing as required by each person on board.

3) The washing and drying of bed linen to allow a minimum standard of bed linen change either weekly or with each change of occupant if sooner.

4) The washing and drying of towels.

5) The washing and drying of all kitchen linen (oven cloths, tea towels and dishcloths) to be washed, dried and folded.

6) All catering uniforms will be washed separately from all other items.

7) All catering uniforms will be pressed by the laundry personnel in order to maintain a high standard of personal presentation for each member of staff within the unit.

8) That there is a cool temperature program in place for drying all laundry items.

All Laundry operations offshore must have the correct signage in place which will highlight that Sodexo will not be held responsible for any damage or loss to personal items of clothing.

The standard return time for personal laundry is 24 hours.

1.6.1Receiving

All items normally presented for washing are sorted into four groups, which are as follows:-

1. Personal Clothing and Effects

2. Towelling

3. Protective Work Clothing (Boiler Suits / Coveralls etc.)

The above three groups will be delivered to the laundry by the individual. Personal laundry and boiler suits will be available for collection within 24 hours. A sufficient store of towels should be available for collection on deposit of soiled towel. Personal laundry will deposited at owners risk and no responsibility will be accepted for shrinkage, running of dye etc.

4. Bed Linen

The procedure for depositing and the collection of laundry will be clearly defined within the Safe System of Work and communicated to all accommodation personnel.

a)Items that are exceptionally soiled (e.g. oil-based mud from the driller’s coveralls) which consequently require special attention will be segregated and washed in batches together.

b)Particular care and attention must be made to ensure that no foreign objects such as screwdrivers or Allen keys etc have accidentally been left in the coveralls. In carrying out this check, we will help reduce the potential for damage being caused to either the machines and / or operator. It is recommended that the client be encouraged to ask all personnel to turn overall pockets inside out, before leaving their work gear in the laundry.

c)It is recognised that each platform will have their own policy for dealing with the above situation and should endeavour to work closely with the client representatives on each platform to help reduce the likelihood of this occurrence.

d)The laundry Steward will load the pre-prepared batch into the first available machine for the appropriate wash cycle.

e)The Steward will then add the required dosage of detergents in accordance with CHEMICAL EXPOSURES procedures for driller’s overalls and any other any additives, as per the recommendations set within the manufacturer guidelines. All other washes will be auto-dosed.

Pre-set programs for washing and drying must be used, in particular drying cooling cycles must be adhered to. The extent to which washing machines and dryers can be pre-set to specific washing and drying operations will vary depending on machine availability and work load. Special temperature setting procedures for tumble dryers are required to reduce temperature 10 minutes before end of drying cycle, and all items should then be allowed to cool before storage and / or deposit to the designated collection area.

To help reduce the possibility of fire hazards within the laundry area, it is imperative that all the filters in the drying machines and extraction units within the laundry area are regularly checked and cleaned throughout the shift with daily records retained for a specified period.

A member of the laundry team must be present in the laundry during periods when machines are in use.

1.6.2Typical Folding Procedures

Socks

Laid flat. If ‘inside out’, restored ready for wearing. Top turned down to secure the pair

Shirts

Laid flat. Buttoned. Folded in ‘shirt box’ style

Trousers

Held upside down. Seams aligned. Double folded

Pants/Vests

If ‘inside out’ restored ready for wearing. Single fold

Jackets

Single fold. Shoulder to shoulder

Catering (Uniform/Coverall)

Ironed, pressed. Placed on hangers for collection.

Laid flat, rolled and taped with code prominent or placed on hangers for collection

Sheets & Duvet Covers

Folded once across width, double folded along length and smoothed

Pillow Cases

Double folded

Fitted Sheets

Rolled

Finished laundry work will be left on collection racks or stowed to re-use as appropriate.

When there is an item of clothing identified with no ownership, the item is placed for the owner to identify on collection.

1.6.3End of Shift Procedure

The Steward will switch off all machines in accordance with manufacturer specifications, and will ensure that all finished laundry work has been stowed and / or placed in the appropriate collection area. Any work in progress should be neatly placed and put to one side for the next shift to complete.

All waste material will be disposed of as per installation procedures.

The outside of all machines should be wiped down.

The Laundry floor should be mopped and dried, ensuring that the correct warning signage has been put in place before the commencement of this task.

The Steward will brief the on-coming shift of work in-progress, equipment defects and any special requirements outstanding.

1.6.4Onshore Laundering

This is usually a specialist contract that is undertaken onshore for agreed items. In the case of Client contract requirements for an onshore laundry service, the Unit Manager will implement this in close co-operation with the onshore laundry contractor. A specific scope should be available at site and a standard procedure put in place.

Due attention must be paid to related Health, Safety and Environmental procedures found within the Health & Safety Manual. Allowance for price indexation should also be included in any contract entered into with an on shore laundry company.

SECTION 2 – FOOD PRODUCTION MANAGEMENT

2.0Food Production Management

2.1Overview

The following Food Production Management Procedures will ensure the unit complies with health, safety and hygiene requirements documented within the country, client and legislative standards.

Where a specified food management system is available this must be adhered to, to ensure proper control is in place.

2.2Responsibilities

Unit Manager

· Actively manages the complete stockholding, the food production, the menu planning, and inventory levels within the unit budget and contract specification at all times.

· Ensures that all stock movements are managed daily using the appropriate stock program.

· Manages all personnel ensuring they are inducted, trained and competent to carry out their duties and work assignments.

· Implements the healthy food initiatives to deliver a healthy and well balanced menu.

· Monitors environment, equipment and food items and records information and defects.

· Implements all standard administration procedures and provides accurate timely information as required, maintains adequate controls and clear, concise records.

· Promotes continuous improvement and client and customer satisfaction.

· Applies waste management procedures and Client/ Company environmental policies.

· Ensure that site specific HACCP is in place, in date and signed off.

Operations Manager

· Advises Site Manager of any change to budgetary requirement or stock holding levels as required.

· Monitors financial performance.

· Carries out required audits to ensure compliance with all company procedures.

· Coaches, supports and counsels Site Manager to deliver continuous improvement on the platform.

· Carries out Site Manager’s appraisals annually while also ensuring regular reviews to discuss and agree performance, achievements, objectives and training needs with Site Manager.

2.3Ordering of Food Items

The objective is to order the correct quantities at an advised price and specification to be available at the required date and time.

To determine what is to be ordered the Manager has to take account of:

· Client contractual requirements.

· Supplier pricing at time of ordering, paying attention to price movements.

· Menu production needs.

2.4Storage of Food and Consumables

The Site Manager should follow the hazard analysis and operating standards for the storage of dry, canned, chilled and frozen consumables detailed in the Food Safety Manual.

2.5Menu Planning

The Site Manager will ensure menus are planned and products ordered to achieve financial targets whilst meeting the following criteria:

· Client contractual requirements.

· Ensuring varied and balanced menu content.

· Customer satisfaction.

· Effective manpower utilisation.

· Utilising existing equipment facilities.

· Meeting healthier eating requirements.

The menu will be displayed within the mess room for each day and across all meal services.

Menu composition can vary greatly from one unit to the next, based on client requirements.

It is expected that a themed meal service is introduced into the cycle, which can cover anything from special events to anniversaries or even to coincide with major sporting events, or as defined by contractual specification.

2.6Establishing Production Levels

To achieve the ideal food production levels the Unit Manager has to be able to forecast food usage for each meal, this is determined by the:

· Menu Cycle

· Correct utilisation of batch cooking

· Meal Type (Breakfast, Lunch, Dinner & Midnight meal)

· POB (Persons on Board)

· Daily crew changes

· Night shift personnel

· Previous amounts prepared/used

· Availability of product

· Historical data

· Provisions for A La Carte

Based on this information the Site Manager should then be able to establish production needs for each meal service.

2.7 Food Production Service

Site Manager

· Must ensure kitchen and service documents are completed accurately and provide training and coaching to all staff in the completion of the diaries.

· Conduct daily food production meetings with production staff and discuss daily costing. Provide instruction on budget for that day.

· Supervise, train and assist where necessary in the preparation, cooking, temperature logging, portion control and presentation of all food items ready for service.

· Assign preparation tasks to individual production staff.

· Monitor and assist in the distribution of food items to the correct points of service.

· Keep effective documentation records as required by food safety standards.

· Demonstrates and ensures good food handling practices in accordance with the Food Safety Manual and hygiene standards.

· The Site Manager must ensure that the planned menu for a particular meal service has been served to the required standards.

2.8Safety and Hygiene in the Galley

All Sodexo employees must adhere to the procedures as outlined in the Health & Safety and Food Safety Manuals.

2.9Cleaning

All areas of the galley, food storage areas and dining room must be hygienically clean to prevent contamination by bacteria. It is of utmost importance to have an effective cleaning schedule for all areas of the food production.

Guidance for cleaning procedures are contained in Section 12 of this manual – Work Instructions.

The Site Manager has the responsibility to:

1) Train staff in good hygiene practices and chemical handling.

2) Implement an effective and auditable daily and deep cleaning schedule for all areas and equipment.

2.10Personal Appearance Policy

All personnel have a responsibility for safe operations and must maintain a consistently high standard of personal hygiene. This can be achieved by always observing the following minimum requirements: -

· A daily shower is essential.

· Hair should be washed daily.

· Long hair must be tied back. Caps or hats must be worn when preparing or serving food.

· Food Handlers must be clean shaven, beards and moustaches are only acceptable if neatly trimmed at all times.

· Teeth should be brushed daily, preferably after each meal.

· Clothing/ UNIFORM must be clean, and in good repair.

· Finger nails must be clean, short and without polish.

· Only wedding rings and plain earrings allowed. However, if client policy conflicts, these will have to be removed.

· Hands should be washed frequently and always:-

· Before handling or serving food

· After visiting the toilet, sneezing, blowing nose etc.

· After smoking

· Between different jobs, particularly between handling raw and cooked food

· After handling refuse

· After cleaning operations

· Smoking is forbidden in all food rooms where food is stored, handled or prepared

· All cuts, however small, must be reported immediately and receive first aid attention to prevent infection. An open cut or abrasion must be covered with a coloured waterproof dressing.

Before reporting for duty, staff must report any symptoms of illness to Supervisor, particularly diarrhoea, vomiting, septic cuts, boils or whitlows or septic discharges from ears, eyes or nose. They must also report any exposure to disease or any of the symptoms mentioned above.

2.11Mess Room Management

All employees must adhere to the procedures as outlined in the Health & Safety and Food Safety Manuals.

1. The Glass Policy as noted in the Food Safety Manual must be fully enforced. The Site Manager is responsible for the following:

a. Ensuring management of the glass register

b. Managing permitted glass

c. Ensuring that the glass breakage procedure is implemented correctly when required.

d. Ensuring that all team members are fully aware and trained in the company glass procedure.

2. Any genetically modified food position statement must be on display.

3. All team members must be fully aware of the food and nut allergy policy particularly those who are responsible for the salad bar and sweet cabinets.

4. Cleaning rotas and routines must be followed at all times.

5. Opening hours must be specified and adhered to

6. Toward the end of service the site manager must determine the appropriate level of menu items to be available to ensure sufficient choice and minimisation of waste

SECTION 3 - OFFSHORE WASTE MANAGEMENT

3.0Offshore Waste Management Procedure

3.1Overview

The purpose of this procedure is to establish the mechanism for complying with regulatory requirements, company policy and good practice relating to the production, handling, transport, storage, treatment and disposal of waste.

On offshore sites Sodexo is expected to follow client waste management procedures. On these sites the client procedures should be used, as long as they ensure compliance with legislation. Where the client does not have waste management procedures, the following procedures will be applied.

3.2Definitions

Controlled Waste

There are a number of legal definitions of waste. However, a simple rule of thumb can be applied when deciding if something is a waste or not. If in the course of your job you need to dispose of something because it has no further use, then it should be dealt with as a waste. Materials sent for recycling are classed as waste and should be disposed of in accordance with this procedure. Controlled waste is materials which come under specific requirements and once identified should be handed to the appropriate body on the installation for management.

Should a specific client waste management system be specified the site manager should determine whether the programme is additional to the contract terms and take appropriate action to determine the commercial model to be applied

3.3Responsibilities

All Personnel

· Adequate packaging and labelling of waste

· Segregating waste and placing in the appropriate waste receptacle or storage area.

Site Managers

· Ensuring awareness of Sodexo and/or relevant client waste management procedures and practices.

· Ensuring waste is adequately packaged, labelled and segregated.

· Ensuring that nominated suppliers are used.

· Ensuring completion and retention of waste transfer notes/consignment notes.

HSE Manager

· Provide assurance that Sodexo is complying with waste management legislation and Company and/or relevant client procedures.

3.4Procedure

This procedure refers to the daily management of waste as a result of the mess and accommodation management. Where an additional scope is identified this should be dealt with under separate agreement – (n.b. some waste is strictly regulated and has to be managed in accordance with applicable regulatory requirements. This shall include pre-notification of disposal and completion of consignment notes). Under normal circumstances the collection, transfer and treatment of waste will be dealt with under a separate agreement or through the clients own procedures.

· Waste shall be segregated and appropriately packaged and labelled.

· All waste shall be placed in the appropriate receptacle.

· A transfer note shall be completed for the transfer of controlled waste to the carrier and disposal site – subject to agreement in place. The transfer note must include:

· a full description of the waste

· the quantity of the waste

· details of the waste producer

· details of the waste carrier

Sufficient information shall be provided to ensure that all personnel involved in the waste disposal chain handle the waste appropriately.

A single transfer note/consignment note to cover multiple consignments of waste within a one-year period is acceptable provided that the description and all other details on the note are the same for all consignments.

· All waste shall be transferred to registered waste carriers. The registration details of waste carriers shall be checked at least annually. In addition, details shall be checked if it is suspected that waste is not being properly handled or if a change occurs.

· It shall be ensured that the waste carrier takes the waste to a licensed disposal site, i.e. a site operated by a person holding a waste management license authorized to receive the waste type delivered.

· Waste management records shall be retained for at least 2 years/3 years for special waste. Records shall include transfer notes/consignment notes and details relating to checks on waste carriers and disposal sites.

SECTION 4 – MANAGING PEOPLE

4.0Managing People

4.1Induction

4.1.1Overview

Effective Employee induction is a vital factor in integrating, retaining and motivating new staff and there is a high level of focus on operating effective induction systems.

New Employees must undergo a general company offshore induction prior to travelling offshore. The induction is completed and the Employee is issued with their personal protective clothing (uniform) and employee passport where available.

On some occasions, new employees are required to attend a Client induction course prior to travelling offshore. This will be organized by the Logistics department.

The offshore induction carried out should help the new Employee: -

· Understand the terms under which they are employed.

· Understand the Company structure.

· Understand the culture of Offshore and their role as part of it.

· State their duties and responsibilities with regard to health, safety and hygiene legislation.

· Understand the essential information required before travelling offshore for the first time.

· On arrival on the offshore installation, the new Employee attends the offshore induction in three stages: -

· Key facts relating to their immediate safety and well being by the Site Manager.

· The standard Site induction by the Client Safety Officer/Medic/Client representative.

· The worksite induction by the Sodexo representative.

NB – In some locations job specific training will be provided prior to the first offshore rotation.


Human Resources

· Coordinates and helps to deliver the general offshore company induction prior to travel offshore.

· Prepares and issues the Employee with relevant Competency & Training information

· Ensures the master induction pack and visuals are maintained.

· Ensures training and development and safety information given to the Employee is up-to-date, accurate and effective.

Site Manager

· Verifies inductions prior to travel offshore have been carried out.

· Ensures offshore inductions are completed upon arrival.

· Maintains Employee files offshore and ensures that all folders for relief personnel are updated with trip information.

· Carries out basic training following on from induction.

· Completes Employee reviews.

4.1.3Procedure

1. Prior to travel offshore the Employee will receive a full induction which is coordinated by the HR Department and delivered by members of the Operations, HR, Logistics, Payroll and Health and Safety departments or appropriate agency. The format of the induction will follow that outlined in the Employee Induction Record and will essentially cover the following:

· Terms and conditions

· Company policies

· Company information

· Health and safety responsibilities

· Hygiene instruction

· Travelling offshore for the first time

· Personal protective equipment

· Logistics and payroll information

2. Upon arrival to the Site, the offshore induction will be carried out, and a Safety Induction Questionnaire completed by each Employee. The Site Manager will at the same time issue the Employee their platform specific Job Description ND Work Rota.

3. The Site Manager will ensure basic training is carried out. This will include Hygiene, Chemical and Equipment Use. A record of training is retained within the Employee’s folder/passport.

4. The Site Manager will complete the trip assessment and will continue to monitor the Employee closely during the first three months. The purpose of the review is to ensure that Managers pay particular attention to new staff joining the Organisation and take responsibility to ensure all new Employees become fully competent in their roles. It also allows any areas for development to be identified and progressed.

4.2Job Descriptions

4.2.2Overview

The job description as issued at induction outlines the key tasks, responsibilities and standards of performance expected of the Employee.

4.2.3 Responsibilities

Human Resources Department

· Holds master job description file.

· Assists Site Managers to prepare job descriptions for new posts.

Site Manager

· Verifies personnel have received a job description.

· Ensures a signed copy of the job description is held in the personnel file to confirm acceptance and understanding.

· Ensure Employees perform to the standard outlined in the job description.

· Ensures action is taken if personnel are not meeting the standard of performance.

4.2.4Procedure

1. HR Department issues a job description as part of the new Employee’s induction.

2. Site Manager discusses the content of the job description with the new Employee and ensures the Employee signs to confirm understanding of expectations.

3. Site Manger places the signed copy of the job description in the employee folder for future reference and review and updates as required/

4.3Training and Development Plan

4.3.1Overview

The continuous development of personnel is fundamental to the strength of the business.

Site Managers will support training and development identified as part of the annual review process which contributes to achievement of business objectives or meets the needs of the client. The company will also ensure that all employees continue to meet all required offshore standards.

The annual training plan should be compiled immediately after the annual reviews and should outline all training/developmental activities planned for the next year. The plan should include:

· Training needs identified from the annual review. These may be sourced internally or through an external provider.

· Safety Themes.

· Safety Training.

4.3.2ResponsibilitiesSite Manager

· Agree training and development needs relevant to the job and business growth as part of employee’s annual review.

· Compile Training Plan for the Site each year

· Continually review agreed training plan to ensure completion.

· Liaises with Logistics Department to arrange medical and training course bookings.

· Monitors and tracks medical and training reports received from Logistics Department.

Human Resources

· Review and record annual training plans.

· Support Site Managers to ensure training is complete.

Operations Team

· Audit annual training plans during offshore visits.

· Evaluates training and monitors progress against plans

· Provide training advice to Site Managers.

Logistics Department

· Provides advice in sourcing suitable training providers to meet specific needs.

· Ensure all medical/courses/travel/accommodation bookings are made accurately and are dealt with in an efficient manner.

· Ensure Employees are informed of bookings.

· Registers certificates with Client companies and sends copies offshore where appropriate.

· Ensures all bookings of core management training courses are made accurately and dealt with in an efficient manner.

· Ensure Managers are informed of bookings.

· Registers certificates with Client companies and send copies offshore.

· Ensures onshore training records are maintained.

4.3.3Procedure

1. Site Manager will compile an annual training plan following annual review. The Site Manager will ensure training agreed from annual review is relevant to the job, and Company, in order to meet the agreed Company objectives.

2. Site Manager will liaise with the Operations/Human Resources Department in order to arrange non-standard external training courses. The Site Manager will complete the agreed training booking form and send to the relevant Departments in respect of standard training courses.

3. Site Manager will monitor, on a regular basis, the agreed training against agreed completion dates. If the Site Manager believes the training agreed would not be complete by the target completion date he/she will discuss and agree a revised date where appropriate.

SECTION 5 – CUSTOMER AND CLIENT SURVEYS

5.1Overview

On a periodic basis surveys to determine the level of satisfaction experienced by both customers and clients will take place. It is expected surveys will be conducted as a minimum on a bi-annual basis and a maximum on an annual basis. These surveys will be directed and managed through the Operations Excellence function of Global Offshore and Marine.

· Customer Survey

· Questionnaires will be provided and will not be subjected to any ammendment

· Correspondence - Clients / Unit Managers / Customers?

· Production / distribution

· Collection Box

· Receipt and on pass to CM Data

· Data Entry - methodology

· Required output

· Analysis of findings - proposed format of report(s)

· Scheduling

· Client Survey Setup

· Correspondence - beforehand / cover note

· Distribution & reminders - e-mail addresses

· Analysis of findings

· Data file

· Presentation

· Scheduling

SECTION 6 – HSE – SAFETY PLAN

This section contains the overall Sodexo Global Offshore & Marine Planning Procedure. This procedure is meant to act as a complementary process aligned to each individual country detailed plan. The procedure contains 8 key focus areas to be reviewed annually and where appropriate clearly defined objectives for the area will be set for the global business.

6.1Objectives

· The overall objective of the HS&E Plan for Global Offshore and Marine is to build on prior year outcomes and to meet the targets set for the coming year

· To actively participate in the safety awareness and improvement programmes being developed in each region

· To ensure that the Company’s Health, Safety and Environmental policies and procedures interface with our client’s policies and procedures.

· To create a POSTITVE SAFETY CULTURE within offshore as a whole, characterised by communications founded on mutual trust, shared perceptions of the importance of Health and Safety, and confidence in the efficiency of preventative measures.

· The Global Plan will focus on outputs from audits, employee reports, and root cause analysis. This plan will be aligned to the individual country and Zone plans and focus will be on the following 8 key areas-

· Reducing injurious incidents, which are work related.

· Reducing the number of incidents/accidents.

· To review Risk Assessment

· Enhancement of the Leadership behaviours

· Increased workforce engagement.

· To encourage the reporting of Near Miss Reporting.

· To develop our Environmental Goals and Objectives.

· Improvement in the health of our employees and customers

6.2Targets

Targets will be reviewed and agreed on an annual basis and consideration of the following will be given when setting the Global targets.

· Global Offshore and Marine business will aim for zero Lost Time Injuries and set targets of continuous improvement.

· To complete and review interface documents between Sodexo and Sub-contractors and Suppliers.

· To review the Environmental Services Procedures.

· To ensure that every new employee receives HSE training and induction.

· To conduct Health & Safety Audits on offshore locations and at Suppliers/Sub-Contractors base

· To provide effective Training & Development that meets the needs of the organization and individuals.

· To ensure HSE Policy and Initiatives are cascaded and complied with.

· To increase the awareness of Occupational Health and Safety requirements of the Company through a focus on:

· Alcohol and Drug Abuse

· Cuts, Lacerations and Burns.

· Blood Borne Pathogens

· Stress Management.

· Heat Management.

· Slips, Trips & Falls

· Safety Driving.

· Working Safely with Electricity.

· Food Safety Awareness.

· Waste Management.

· Work Ergonomics.

· Fatigue.

· Manual Handling.

· Safety Rules

· Leadership on HSE.

· Lock Out/Tag Out

· Fire Fighting.

· HSE Compliance

· To align as closely as possible with the key client expectations for safety performance.

6.3Annual Process

6.3.1Prior to the end of each year the Annual Safety Plan will be reviewed and outputs reported to the business along with a client specific annual safety report and scorecard.

6.3.2Following on from the performance review there will be consideration of outputs from the broader organisation which may impact of future Safety Plans:

Health & Safety/Food Safety Policies and Procedures, endorsed by Group HSE team

Technical support on food safety / occupational safety matters and policy

Regular updates on performance and best/good practice activities (and where appropriate, from wider Group)

Sharing of all safety alerts or similar documents

Details of central support initiatives and procedures which may be mandatory or optional for Offshore, e.g. SALUS, safety culture audit, benchmarking exercise etc

Technical reporting line and connection to the wider HSE Teams and Corporate initiatives

Access to legal counsel in case of any enforcement or similar challenges

6.3.3The draft plan will developed with a specific focus on Occupational safety (Food safety, and Environmental Issues will be dealt with directly by the country / Zone technical experts with a high regard to legislative compliance). A team drawn from both operational and Technical HSE support will be involved in developing a draft plan which will be presented to the Global organisation for endorsement prior to being rolled out to the Global Offshore and Marine operations.

6.4Communication

The final Safety plan will be communicated out to the business and client community at the beginning of each year. Where appropriate the plan will be incorporated into the Country / Zone communication plan to ensure direct communication at a local level. At a global level the Global team will communicate the plan directly with each client corporate body.

SECTION 7 – HELI ADMIN SERVICES

7.1Overview

Sodexo provide Heli Admin services to the specification determined by the requirement of the client contract. As it will be the first point of contact with Sodexo for all arrivals this position is the key to ensuring the smooth arrival and departure of all personnel and ensuring their stay is pleasant in a well run and clean hotel environment, it is therefore essential that the right impression is given.

7.2Responsibilities

Unit Manager

· Manages the Heli Admin Services as per the contract specification.

· Ensures the Heli Admin person presents a positive image of Sodexo.

· Ensures the Heli Admin person is aware he/she may be assigned additional duties depending on the various contract specifications and work allocation within the Sodexo team.

· Ensures the Heli Admin person undertakes the required level of training to ensure the person is competent in carry out their duties to the required standard.

· Completes employees review.

Heli Admin Personnel

· Understands and follows specific site procedures applicable to that location,

· Undertakes all training to ensure they are competent in carrying out their duties to the required standard.

· Represents Sodexo in a professional manner at all times.

SECTION 8 – LOGISTICS

8.0Overview

This procedure will ensure that there is a personnel resource for each required position offshore, as far as is reasonable practicable and will ensure a safeguard is in place to identify any employees that are unfit to travel offshore.

8.2Logistics Induction

Client of platform specific inductions are identified, and implemented prior to an employee being sent to the given unit.

8.3Check in Procedures


Logistics Team

· Establishes set check-in procedures.

· Obtains check in times by 11.00 hours where possible.

· Checks non-conformances and informs the Unit Manger and Operations Manager accordingly.

· Sources suitable replacements, if required.

· Informs the Unit Manger of non-conformance and name change, if required.

· Advises the Client Logistics contact of any name change, if required.

HR Department

· Ensures that all new employees are informed at induction of check-in procedures.

· Informs employees of procedures via employee terms and conditions.

Unit Managers

· Investigates and handles non-conformance appropriately.

· Seeks advice from the Ops/HR Department.

Logistics Department

· Gives personnel check-in times.

· Provides correct check-in times and any other relevant information – local entities determine appropriate time for information to be communicated to personnel.

· Contacts the Unit Manager and to advise of anyone who has not checked in.

· Source suitable replacement where necessary.

8.3.2Procedure

1. Employees should be made aware that they have an obligation to check in to the Sodexo local office at a time determined by the local entity prior to their scheduled crew change. Failure to comply may result in disciplinary action being taken.

2. Failure to check-in by the determined time leaves the Logistics Manager with the right to replace any personnel failing to meet their obligation to check-in.

3. Logistics will call offshore to advise of any employees who have failed to call for check in. Unit Manager will keep a record and discuss with employee. Failure to comply may lead to disciplinary action.

4. If it is determined that the employee is unavailable to travel offshore, Logistics will then inform the Unit Manager and the Client contact. Logistics will then begin to source a replacement to take into account specific competencies and specific emergency response duties required for the position.

5. Once a replacement has been sourced, Logistics will advise the Client contact & Unit Manager of any name changes. The replacement employee’s personal details will then be registered with the client contact.

8.4Employee Responsibilities

8.4.1Unfit to Travel

Sodexo have a duty of care to ensure all employees are fit to complete their duties whilst offshore. If any employee feels they are unfit to travel it is their responsibility to advise the logistics department prior to their scheduled crew change. If the matter is of a sensitive nature the employees may contact the HR department.

8.4.2Failing to Report for a Crew Change

An employee shall be deemed to have failed to report for a crew change if they fail to be at the appointed departure point at the check in time.

8.5Staff Movements/Weather Delays

This area is essential to Sodexo’s emergency response procedures and systems as it defines personnel whereabouts at any given time and will ensure accurate payments for personnel.


Logistics Team

· Implements procedures to track accurate movement of staff.

· Arranges suitable accommodation, confirms meal allowance in the event of weather delays in line with local contractual agreements.

Unit Manager

· Sends crew change rota to the logistics department as per guidelines from the logistics department.

· Notifies the logistics department of any amendments.

· In the event of weather delays or non-scheduled crew movement, sends confirmation immediately to logistics department, stating personnel held on board, personnel held onshore, personnel who have departed from the unit and personnel who have joined the unit.

· Notifies the logistics department immediately when any crew changes have taken place by sending an updated list of Sodexo POB.

8.5.2Procedure

Unit manager produces a crew change rota which is sent to Sodexo logistics and when required to client logistics department.

This will also incorporate any holiday requests which have been approved.

Any further changes to the crew change rota that has been submitted should be clearly highlighted and sent to the logistics department immediately.

Employees held onshore, due to operational reasons, should contact the logistics department to establish if accommodation and transport are required. They must also inform logistics if they have been issued with revised check in times. In addition the logistics department will clarify with the employee any final arrangements and times for revised check-ins that have been received from client contacts.

If accommodation is required, the logistics department will make suitable arrangements as per local agreements.

The unit manager must advise logistics immediately, should any delayed crew changes or unscheduled employee movements have taken place.

8.6Holiday Requests

It is essential that holiday requests be submitted to the unit manager for approval, and then passed onto logistics in advance to ensure that suitable cover is provided, with minimum disruption. Leave requests may not be granted for operational reasons.

It should be noted that employees should not book travel arrangements for holidays until their holiday request has been formally approved.


Logistics Manager

· Establishes and implements the set procedure to track and action replacement personnel required for leave requests.

Unit Manager

· Advises employees of the company procedure on leave requests.

· Discusses all leave requests with the logistics department.

· Completes leave requests form and submit it to the logistics department.

· Ensures all approved leave requests are detailed in the monthly crew change list.

The logistics department and the unit manager will ensure that any seats required to cover the holiday request are booked with clients contacts.

The logistics department will source suitable cover and advise the unit manager near to the time of the leave request, the name of the employee who will provide the required leave cover.

8.6.2Unpaid Leave

In the exceptional circumstances not covered under compassionate leave guidelines, a unit manager may decide/grant an employee the right to leave the unit. The unit manager is responsible to inform the logistics and operations in order that suitable cover is sourced.

8.7Out of Hours Contact


HSE Manager

Subject to local arrangements :

· Contacts owner for the out of office hour’s answering service.

· Reviews the duty contact procedures annually and makes appropriate amendments.

· Briefs personnel on their duty contact’s role.

· Manages the duty contact’s rota.

Duty Contact

· Responds to emergency incidents and communicates to the appropriate personnel.

· Is notified of medivacs/compassionates (arranges transport and collection where required).

· In Emergency situation, organizes travel and hotels where an employee is in transit and requires assistance.

HR

· Ensures that all new employees are informed at induction of contact procedures, including those for out of hours.

Employee

· On a rotation by rotation basis, employees must inform Next of Kin of the name and telephone number of the unit upon which they will be working prior to departure.

8.7.2Procedure

In ordinary circumstances, Next of Kin should not contact the unit directly. It is the responsibility of the employee to make any required telephone calls to maintain any required contact with next of kin.

In the event of an extreme emergency, employees or their next of kin should call the Sodexo local number where a message will be taken and passed to the duty contact.

8.8Medivac Procedure


Unit Manger

· Notifies the onshore logistics co-ordinator/HR (duty contact if out of hours) of the Medivac, giving details of the employee, reason for Medivac and any injury sustained or suspected.

· Relays any recommendation give by the client or offshore medic as to any requirement to visit accident and emergency, a specific consultant or medical provider.

· Obtains a signed statement of events from the injured party in accordance with Sodexo accident reporting policy (where time and circumstances permit).

· Requests that the medic provides supporting documentation for use by the Sodexo medical provider.

Duty Contact

· Advises and implements company policy and procedure with regard to medivacs and compassionate cases.

· Arranges transportation for any injured party in line with Sodexo and client policy.

8.8.2 Procedure

Transport is usually arranged by the onshore client, line manager and duty control to meet the medivac and deliver the employee to the hospital/Sodexo medical provider/doctor etc. However if requested by the offshore client/medic on policy, safety or welfare grounds, the line/duty contact will arrange to meet the medivac and escort them.

8.9Medical and Survival Course Booking Procedure

8.9.1Overview

It is a standard legal requirement that all Employees are in the possession of a valid Medical and Survival Certificate prior to travelling offshore.

It is the Employee’s responsibility to highlight if certificates are due to expire and are therefore in need of renewal.

8.9.2Procedure

1. Logistics distributes quarterly training/medical reports to unit managers showing expiry dates of all courses undertaken including survival and medical.

2. Unit managers check training/medical report against employee training file and proceed to complete a course/medical booking request form as required and submit to logistics and training administrator.

3. Logistics also checks employee records on a monthly basis for those who require a refresher within the next 60 days and monitors the bookings accordingly. This procedure ensures that any courses/medical, which are due and have not been booked via the unit managers, are auctioned to prevent certificates expiring.

4. Logistics acknowledges receipt of course/medical booking form and actions request.

5. Confirmation sent to unit manager and employee.

6. Accommodation/travel arrangements booked, if required, as per local guidelines.

7. Once course/medical has been passed, logistics receives relevant certificate and copies to Client Company.

8. Logistic files all original course/medical certificates in the employee training file.

Any abnormalities or failed medicals should be highlighted, in confidence, to the logistics, human resources contact immediately.

SECTION 9 – COMPLIANCE, INSPECTION, AUDIT AND CONTROL

9.0Compliance, Audit & Control

9.1Overview

Sodexo as an organisation benefits from establishing an effective inspection, audit and control system. Auditing at operations, field manager and unit manager level can be simply summarised within Sodexo as a set of coordinated activities to direct and control unit performance in order to continually improve the effectiveness and efficiency of the offshore division.

9.2Responsibilities

Site Manager

· Complete accommodation and hygiene inspections with client management including site medic or representative and where applicable the chief steward.

· Works with the operations manager to ensure HSE, operations and financial inspection and audit actions are closed out within time lines.

Operations Manager

· Completes annually an operations and financial audit on each unit they have operational responsibility for.

· Ensures previous audit actions are closed.

· Ensures HSE inspection and audit actions are being progressed and or closed.

· Verifies the quality of the operations and financial audit on each unit they have operational responsibility for and ensures actions are being progressed.

9.3Procedure

The steps involved in the completion of system audits are:

9.3.1Initiation

· Ensure frequency is as per plan.

· Prepare audit document.

9.3.2Preparation

· Review of documentation inclusive of previous action plans.

· Collect working documents.

9.3.3Execution

· Open meeting; follow up on any outstanding actions.

· Examination and evaluation of Sodexo systems.

· Collecting evidence.

· Observations of working practices.

· Discussion with Sodexo employees.

9.3.4Feedback Report

· Preparation of Inspection or audit document.

· Content should include relevant findings and coaching to correct defects.

· Responsibility should be taken to ensure the correct training is put in place.

· Closing meeting and agree actions with the auditor.

9.3.5Completion

· Finalise inspection or audit report.

· Submission: Will be dependant of the type of activity undertaken and who completed it. (Ops/Internal Audit/Operations Director, HSE etc).

· Retention: Ensure that the action plan is displayed onboard and that the report is filed within the loss and control file.

9.3.6Verification

· Copies of closed out actions returned to operations manager.

· Verification confirmed during subsequent visit.

9.4Benefits of Compliance Checks & Establishing Audit and Control Systems

A fully documented inspection, audit and control system will ensure that two important requirements are met:

Our Client & Customers Requirements – confidence in the ability of the organization to deliver the desired quality of service consistently meeting their needs and expectations.

Sodexo Requirements – operational excellence with cost efficient use of the available resources. Health & Safety delivery against our annual Health & Safety plan, ensuring at all times our key controls are in place.

9.5Audit /Inspection System – Management Minimum Requirements

9.5.1Annually

· Operations audit

· Financial audit

· Health & Safety audit

· Health & Safety inspection

· Food Safety inspection

9.5.2Fortnightly

· Full accommodation inspection.

· Hygiene inspection with client medic / representative where applicable.

9.5.3Weekly

· Each unit manager will review daily food management checks.

9.5.4Daily

· Each unit manager will ensure all sections of kitchen and service requirements – as documented in the scope of work – are compliant.

SECTION 10 – CLIENT AND CUSTOMER RELATIONS

10.0Client and Customer Relations

10.1Overview

Good client and customer relationships are a key responsibility of the Unit Manager’s role.

The way in which we plan and conduct operations to meet client requirements, demonstrate our expertise and achieve improvements in standards and efficiency is important in forming a mutually beneficial partnership.


Unit Manager

· Ensures full workforce engagement in HSE initiatives.

· Works with the Operations Manager to promote and maintain good client and customer Relations.

· Meets client representative regularly to discuss day to day issues, discuss performance levels, resolve any problems and look ahead to platform activities.

· Identifies additional client requirements by discussion and observation and advises Operations Manager.

· Constantly strives for continuous improvement within the delivery of service by the Sodexo team.

· Understands and adheres to Sodexo’s CLIENTS FOR LIFE process.

10.3Procedure

The unit manager will ensure good customer relations, adhering to the contract document which dictates the service level (SOP’s, Scope of Work, and Service Level Agreement). A copy of the appropriate contract documents shall be available at each location. For reasons of security and commercial confidence detailed prices may not be specified on site copies but will be available to managers at base office.

The key section of any contract is the SCOPE OF WORK. It is imperative that all managers ensure that they fully understand the content of this section and that any individual responsibilities for elements within it are undertaken fully.

Checks should be carried out to ensure that ALL indentified obligations are being fulfilled and also to establish whether services in excess of requirement are being provided.

If there is any concern regarding extent of an obligation the Operations Manager should be consulted.

If services are not being supplied in accordance with the contract (omissions or additions) no precipitative action should be take to “correct” the situation. The matter should be discussed with the Operations Manager who shall be responsible for ensuring that the action required to rectify the problem has been taken.

10.4Good Client and Customer Relations

The basis of good customer/client relations is:

· Understanding of client organisation, on location and within senior management levels.

· Understanding the objectives of people with influence at the location.

· Understanding the expectation of deliverables against contract.

· Establishing good interface with all customers and clients.

· Seeking feedback actively and acting on it.

· Attending at contract review meetings if requested.

· Dealing promptly with any indication that customers are not satisfied with any aspect of the service.

Unit manger must be available to talk with any customer who wishes to comment on any aspect of the offshore service.

Where Sodexo staff interface with customers it is essential that any conversational exchanges be conducted in a polite, friendly manner.

SECTION 11 – WORK INSTRUCTIONS

WI 1.1Suction Cleaning

1.1.1 Equipment

· Caution Sign

· Vacuum Cleaner Cylinder or Upright

· Vacuum Attachments

· Rubber Gloves Colour Coded

· Cotton Glove Liners as Required

· Colour Coded Sack

· Sweeper Set


Appropriate PPE must be worn.

Display warning signs ensure they are clearly visible. Ensure PAT test is up to date.

Check the power supply cables and plugs for damage. If damaged add a label ‘Remove’ and DO NOT use.

Ensure hands are dry when plugging, or unplugging, electrical equipment.

When plugging a machine into an electric socket ensure the switch is in the off position.

When removing the internal dust bag be aware of potentially dangerous items, for example sharps.

Do not use on a wet surface.

Always keep the cable behind the machine when operating. Never place cable over shoulder at any time.

Place a safety sign over the lead cable.

Never unplug an existing plug without permission.

Report any issues with work area equipment to your supervisor.


Wash hands and put on gloves.

Display the warning signs in the area, ensuring all signs are visible.

Move light furniture so the area to be cleaned is freely available. Pick up all large items of litter using a dustpan and brush.

Attach the appropriate tool. Refer to manufacturers’ instructions.

Unwind cable.

Plug into a mains socket.

For floor cleaning, if not automatic, adjust the head accordingly.

Hard floor – bristles down or

Soft floor – bristles up

Switch the vacuum cleaner on.

Start vacuuming the floor at the point furthest from the door, paying particular attention to corners and edges using relevant attachment.

Suction clean the floor in a systematic, overlapping passes covering all the floor area, paying attention to the main traffic lanes. Several passes maybe needed.

Always finish in the same direction that the carpet pile runs.

When task is complete:

Switch off and unplug from mains, check dust bag and if full replace.

With a damp cloth wipe the machine, wheels and the cable before re-winding the cable.

Check filter, clean and return to the storage area.

Wash rubber gloves when still on hands – hang to dry. Wash hands with soap and dry thoroughly with paper towel.

Ensure up to date PAT test sticker is present. If not remove, report and most importantly DO NOT use the equipment.

Outcome

Floors should be free from dirt, dust and debris – including the corners, edges and behind the doors.

Furniture should be placed back where it was prior to cleaning.

Kitchen & Food AreasWash hand basins & other washroom surfacesGeneral AreasSanitary Appliances & Toilet

WI 1.2Floor – Dust Control Mop

1.2.1 Equipment

· Caution Sign


· Cotton Glove Liners As Required

· Sweeper Set

· Dust Control Tool

· Impregnated Cloth

· Scraper

· Colour Coded Bag



Display warning signs and ensure they are clearly visible.

Several cloths should be used for an area or department, a clean cloth for each area.

All equipment should be left clean, dry and tidy in storage area after use.

Never leave piles of dirt lying around.

Do not use impregnated disposable cloth for any other purpose.

Always be aware of the risk of sharps injuries from the collected debris.



Attach the cloth to the dust control tool.

Pick up all large items of litter using a dustpan and brush.

Use a scraper to remove any chewing gum or impacted dirt from the floor area.

Starting with the edges, dust the area using systematic overlapping passes or figure of eight pattern (8) so that all floor area is covered.

Dust Control Mop from the furthest point and work towards the door.

NOTE – The cloth should be kept in contact with the floor at all times.

Check dust cloth regularly, replace with a new one when necessary and continue the process.

Remove and dispose of the cloth carefully when the task is completed.

Clean up loose soil with dustpan and brush and dispose.

When task is complete clean, rinse and dry equipment.


Outcome

Floors and skirting should be left clean, dry and smear free.


WI 1.3Floor – Damp Mopping (Traditional)

1.3.1 Equipment

· Caution Sign



· Bucket with Compatible Wringer/Gear Press Colour Coded

· Mop Handle Colour Coded

· Clean Mop Head Colour Coded

· Laundry Bag/Bin Sack

· Appropriate Floor Cleaning Solution

· Abrasive Pad

· Sweeper Set




Never mix cleaning agents.

Work in small square sections to prevent over stretching.

Ensure the area is first Dust Controlled or Suction Cleaned.

Do not over wet the floor.

If mopping the stairs, ensure the area is cordoned off and warning signs are displayed.

Clip on mop handle must be on the opposite site away from handle on gear press.

Ensure bucket is in front of you and the wheels are in a secure position; operate the gear press by pulling towards you.

When mopping any area always leave a clearly identified area dry for people to walk on.



Attach correct colour coded mop head to correct colour coded mop handle.

Half fill mop bucket with hot water and add the recommended measure of appropriate cleaning solution.

Submerge the mop into the cleaning solution, hold well down shaft and lift mop into wringer.

Hold shaft straight and pull handle down. Mop must be thoroughly wrong out. IT SHOULD NOT BE WET.

Mop any spillages at the bucket.

Mop the floor in 1 – 2 metre square sections.

Start with the edges and keeping the mop flat on the floor at all times use a figure of eight (8) movement. Remember to turn the mop over in use, leave the floor as dry as possible after cleaning the rest of the section, use abrasive pad to remove stubborn stains.

NOTE – Rinse out mop frequently and change solution frequently.

Mop half width at a time to allow a dry walkway.


Remove mop head and place in a laundry bag ready to be taken to designated collection point.

Empty, clean, rinse and dry equipment.

Store cleaning solutions safely.

Wash rubber gloves when still on hands – hand to dry. Wash hands with soap and dry thoroughly with paper towel.

Outcome

Floors and skirting should be left clean, dry and smear free.


WI 1.4Floor – Damp Mopping (Spot)

1.4.1 Equipment

· Caution Sign



· Bucket with Compatible Wringer/Gear Press Colour Coded

· Mop Handle Colour Coded

· Clean Mop Head Colour Coded

· Laundry Bag

· Appropriate Floor Cleaning Solution




Dilute chemicals according to manufacturer’s guidelines.


Do not over wet the floor.

If spot mopping the stairs, ensure the area is cordoned off and warning signs are displayed.

Do not stand at the back of the bucket when operating gear press.

Clip on mop handle must be on the opposite site away from handle on gear press.

When mopping any area always leave a clearly identified area dry for people to walk on.



Attach correct colour coded mop head to correct colour coded mop handle.

Half fill mop bucket with hot water and add the recommended measure of appropriate cleaning solution.

Submerge the mop into the cleaning solution, hold well down shaft and lift mop into wringer.

Hold shaft straight and pull handle down. Mop must be thoroughly wrung out, it should not be wet.

Mop any spillages at the bucket.

Spot mop the floor to remove stains and spillages, leaving the floor as dry as possible.

NOTE – Rise out mop frequently and change solution frequently.

Mop half width at a time to allow a dry walkway.






Outcome

Surface area is free from dust, dirt and smears.


WI 1.5Spray Cleaning Hard Floors

1.5.1 Equipment

· Caution Sign



· Dust Control or Suction Clean See WI 1.1 or WI 1.2

· Damp Mop See WI 1.3

· High Speed Machine with Disc Drive

· Relevant Floor Pad

· Appropriately Labelled Spray Bottle

· Appropriate Cleaning Solution




Ensure PAT test is up to date.

Check the power supply cables and plugs for damage, if damaged label, remove and DO NOT use.

Ensure hands are dry when plugging or unplugging electrical equipment.

When plugging a machine into an electrical socket, make sure the switch is in the ‘Off’ position.

When turning or changing floor pad make sure the machine is in the correct position and switched off.

Always keep the cable behind the machine when operating. Never place cable over shoulder.


Report any issues to your supervisor.



Vacuum or dust control the floor.

Assemble machine as instructed. Remember to lower handle to the floor to enable easy fitting of disc and pad. Return to the vertical position, plug in and switch on at plug.

Adjust handle to a comfortable height making sure arms are straight. Switch on.

Operate spray gun so that a fine mist is sprayed over the floor no greater than 2 square metres across an area.

NOTE – Do not over spray.

NOTE – if machine cuts out when operating, check the re-set button before contacting supervisor.

Pass machine over sprayed area several times (small side to side movements) until floor is free from stains and scuff marks, completing small sections at a time and overlapping to obtain an even result.

NOTE – Check pads regularly, turn and change when soiled.

When spray cleaning operation is finished, switch off machine, remove plug and put to one side.

Clean corners and edges by damp mopping.

Dust control mop or vacuum floor to remove any dust residue.

Check work and return all furniture to the correct position.


Remove drive disc and pad, rinse out dirt from pad under running water, shake out surplus water and hang to dry.

Wipe clean floor machine and flex with damp cloth before re-winding.





Outcome

Floor area is free from dirt, dust and scuff marks. Floor area has a light reflective finish.


WI 1.6Ultra High Speed Buffing

1.6.1 Equipment

· Caution Sign



· Ultra High Speed Machine With or Without Suction Unit

· Relevant Floor Pad

· Dust Control or Suction Clean See WI 1.1 or WI 1.2




Ensure PAT test is up to date.

Check the power supply cables and plugs for damage, if damaged label, remove and DO NOT use.

Ensure hands are dry when plugging or unplugging electrical equipment.

When plugging a machine into an electric socket, make sure the switch is in the off position.

When turning or changing floor pad make sure the machine is in the correct position and switched off.

Always keep the cable behind the machine when operating. Never place cable over shoulder at any time.

Place a safety sign over the cable.


Report any issues to your supervisor.



Vacuum or dust control the floor.

Spot mop if necessary.

Assemble machine as instructed. Remember to lower handle to the floor to enable easy fitting of pad. Return to the vertical position, plug in and switch on at plug.

Adjust handle to a comfortable height making sure arms are straight. Switch on.

Start burnishing the floor, edges first and fill in with overlapping passes by continually moving the machine from side to side without over stretching.

If preferred, walk in a straight line remembering to walk at a pace to enable even coverage.

NOTE – Check pad regularly and turn or change when soiled.

NOTE – If machine cuts out when operating, check the re-set button before contacting supervisor.

NOTE – Never keep the machine running over the same area for too long, it will burn the floor.

When burnishing operation is finished, switch off machine, remove plug and put to one side.

For Ultra High Speed Machine without suction unit, Dust control mop or vacuum floor to remove any dust residue.


· Wash hands and put on rubber gloves.

· Remove pad, rinse out dirt from pad under running water, shake out surplus water and hang to dry.

· Wipe clean floor machine and flex with damp cloth before re-winding, check dust bags, filters etc.

· Clean, rinse and dry equipment.

· Store cleaning solutions safely.


Outcome

Floor area is free from dirt, dust and scuff marks. Floor area has a light reflective finish.


WI 1.7Wash Hand Basin

1.7.1 Equipment

· Caution Sign

· Appropriate Cloth Colour Coded

· Hand Bucket Colour Coded



· Disposable Apron

· Non Abrasive Scouring Pad


· Supply of Soap, Paper Towels and Toilet Rolls (as appropriate)





Do not scratch with abrasive items as scratches may harbour harmful bacteria.

Report faults, for example cracked, broken items, or any build up of scale to your supervisor.

Never leave cleaning solutions in sanitary areas.


Wash hands and put on rubber gloves.

Display the warning signs, ensure that they are visible.

Prepare if required cleaning agent to manufacturers recommended dilution rate.

Place warning signs and ventilate area where possible.

Remove all debris from plughole and overflows.

Spray cleaning agent on to surfaces.

Lightly dampen one side (1/4) of the cloth with water from the spray bottle.

With the damp side facing down place the whole hand on the cloth with open fingers and wipe the surface.

Damp wipe all surfaces working from the outside towards the inside cleaning all surfaces, all pipe work, taps, splash backs, overflows, plug holes, plug & chain and soap trays.

Always work from clean to dirty areas.

Once one side of the cloth is dirty, turn the cloth over to a clean side and repeat the process as necessary.

Polish bright work fittings and tiles using a clean dry side of a cloth.

Replace any items removed to their original position (used bars of soap should be discarded).


· Empty, clean, rinse and dry equipment.

· Store cleaning solutions safely.

· Dispose or machine wash cloth.


Outcome

Wash hand basin is free from dirt, smears and watermarks. Supplies should be replenished.


WI 1.8Shower

1.8.1 Equipment

· Caution Sign

· Appropriate Cloth Colour Coded

· Hand Bucket Colour Coded



· Disposable Apron

· Non Abrasive Scouring Pad






Do not scrat

· web viewremove pad, rinse out dirt from pad under running water, shake out surplus water and...

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