9.0 Management of Change

Health, Safety and Environmental Manual
Section 9.0 Management of Change
9.1 Purpose of Management of Change Protocol

9.2 Types of Changes
9.3 TDI-Brooks Management Chart
9.4 The Process of Change Management
9.5 Evaluation of Change
9.6 Approval Process
9.7 Implementation and Documentation
9.8 Close-Out
9.9 Example Change Management Matrix
9.10 Change Record Form
Revision/ Review Log
Revision Date Approved by Reviewed by Revision Details/ Proposal Notes

7 February 2006 Dr. Jim Brooks HSE Manager:
Dr. Bernie Bernard Russell Putt
Revision #10
Port Captain:
Capt. Pat Fallwell
10 July 2010 Dr. Jim Brooks HSE Manager:
Revision #11
Port Captain:
Capt. Pat Fallwell
15 October 2010 Dr. Jim Brooks HSE Manager: Changed to electronic format
Revision #12
Port Captain:
Capt. Pat Fallwell
Printed on 11/14/2018 Page 1 of 9
Page 1 of 9
Health, Safety and Environmental Plan
9.0 MANAGEMENT OF CHANGE
9.1 Purpose of Management of Change Protocol
Often after undertaking an operation, the scope needs to be reevaluated and changed due to
unforeseen events. Consequently, TDI-BI has a process in place to manage and control changes in an
orderly and controlled manner that minimizes new risks, does not invalidate previous work efforts, nor
produces undesirable results. This mechanism involves evaluating any potential changes in operations,
procedures, equipment, facilities, permits, laws and regulations, and personnel to ensure that changes are
managed effectively and that no unacceptable HSE risks result.
When considering a change it is important to review all potential areas that could be impacted by
the change. For example the following guideline is useful when considering the potential impacts of a
change.
 While the change is in progress, does it place personnel, facilities or environment at risk?
 After change is made, will the change adversely impact safety or environmental soundness?
 Do the personnel involved with the change have the required skills to enact and/or operate the
change? Is additional training required?
 What effect will the change have on other parts of the operations and facilities?
 Who needs to review and authorize the change?
 If the change is temporary, who can approve the change and how long will the approval be in
effect before additional review and approval is required?
 How is it assured that the temporary change reverts to the normal condition at the time and
under the conditions envisioned when temporary change approval was granted?
 Is there a regulatory impact associated with making the change? Is regulatory approval
required?
 When changing personnel, has adequate hand-over of critical information taken place
Prior to enacting the change the, following questions should be asked:
 What special precautions are needed while change is in effect?
 Have all personnel affected by the change received notification of the change? Do they
understand all change implications? Do they concur with making the change as planned?
 Is the change adequately documented? (Documentation should include reasons for change,
approval authority).
PAPER COPIES ARE UNCONTROLLED. THIS COPY VALID ONLY AT THE TIME OF PRINTING. THE CONTROLLED
VERSION OF THIS DOCUMENT CAN BE FOUND AT http://linux.geodatapub.com/shipwebpages/hse toc.html

 Do the personnel affected by the change need any additional training?
After the change has been implemented, other questions need to be addressed:
 Was the change made as specified? After the change is in effect, does it accomplish what
was intended?
 Is the change safe, reliable, and environmentally sound?
 If the change was temporary, was the normal or permanent mode restored within the specified
time limit?
 If special precautions are needed to maintain safe operations while a temporary change is in
effect, what is being done to periodically review the effectiveness of these precautions?
 Has the necessary documentation been completed?
 What other documentation needs to be updated as a result of this change?
9.2 Types of Changes
The types of changes relevant to this policy include the following
 Procedural
 Operational
 Equipment (modifications, deletions, or additions)
 Program design
 Personnel
 New hazards identified (including hazardous materials)
 Laws, regulations, or permits
 Costs or schedule

9.3 TDI-Brooks Management Chart
The following chart describes the primary individuals who would be involved in any change
protocols.
Dr. James Brooks, President

directs ship operations, personnel
deployment, equipment utilization,
schedule and cost estimates
First contact for MOC procedures
Ms. Suzanne Cardwell, Mr. Jimmy Skalak, Port

Business Manager Engineer
assists with ships operations,
assists with financials, Dr. Bernie Bernard, Vice President deployment, procurement,
personnel records directs vessel equipment design and and staffing
construction, serves as a party chief,
Ms. Debbie Paul, assists with HSE procedures and
Administrative Assistant documentation
assists with personnel and Dr. Roger Fay
training records, personnel Operations Specialist
deployment assists with ships documents,
Russell Putt, HSE laws and regulations, internal
maintains HSE documentation, policies vessel auditor
and procedures, assists the crew
training, interacts with client HSE Dr. Neil Summer
representatives to ensue compliance with Party Chief
their policies manages daily ship’s
activities with respect to
science party and sample
acquisition
Dr. Dan Atkison

Party Chief
manages daily ship’s
activities with respect to
science party and sample
acquisition

9.4 The Process of Change Management
This change management system is designed to address changes ranging from minor and low risk
to large scale, critical and high risk. This process is designed to ensure that changes occur in an orderly,
controlled. Changes evaluated in an orderly and controlled matter will keep any potential risks to a
minimum by giving all interested parties an opportunity to review and contribute to the process. The
process of change will involve more approval and control steps for those changes considered more complex
and risky. To determine the appropriate level of response the following need to be considered:
 Identification of the need for a change and the type of change (permanent, temporary, or
emergency).
 Evaluation of the change to include the potential consequences, risk assessments, and
mitigation measures.
 Approval of changes by the proper level within TDI-Brooks and client and final
mitigations procedures.
 Implementation and documentation of changes includes communication to employees,
any additional training and procedures and written documentation and sign off by
appropriate TDI-Brooks and client representatives.
 Close Out is used to verify that the change has been implemented properly and that lesson
learned have been communicated.
Changes may be categorized into the following five classifications:
 Permanent-this is a change that is expected to be in place indefinitely. Changes at this

level will require revision in our practices and procedures and need management review
and approval
 Temporary-this is a change that is expected to be in place for a specified period only.
Temporary changes extending beyond the specified activity and duration require re-
evaluation and approval.
 Urgent-This is a change that must be made quickly to take advantage of a limited
opportunity or reduce the impact of adverse events. Urgent changes are not associated
with an incident, but rather require quick action to capture the expected benefits of the
change or to avoid significant negative consequences (such as costs, schedules, or other
business reasons). Urgent changes can be cancelled at any time with a return to the
original condition.
 Emergency-this is a change that must be undertaken urgently to avoid, mitigate, or
control an incident. These changes can be approved and implemented by the appropriate
management level on site to avoid, mitigate, or control an incident. (Site level managers
include Party Chief, HSE Manager, Captain and Chief Engineer).
 Minor-this is a change that has an inherent low risk and not expected to have a
significant impact on operations or personnel. These types of changes should have minor
impacts on cost and schedule issues for a project and have no contractual or regulatory
implications.
All personnel within our operations are expected to identify any changes required, particularly
within their area of expertise and responsibility and communicate them to their supervisor or other
manager. Operational changes may be identified by personnel observation, Safety Meetings, JSA reviews,
BBS observations, audits (internal, third-party or client), and the near miss or incident investigation
process. The guidelines for raising the issue of needed change are to first direct the issue to the TDI-

Brooks line supervisor and move through the appropriate channels as required by the level of change
required. Minor changes that do not raise risks, requiring additional training and do not require approval
may be approved verbally as long as the change is properly communicated and implemented.. Other
changes will require written documentation to seek approval at the appropriate level. Request for changes
will be documented according to written policies.
9.5 Evaluation of Change
The level of evaluation given to a particular change must be consistent with level of risk exposure
and involve representatives from all groups affected by the change. The process of evaluating a change will
include the following factors, as applicable.
 HSE impacts.
 Technical considerations.
 Impact on existing critical safety items, devices or requirement for new designs or new
devices.
 Impact on existing documentation including contracts, procedures manual, hazard
assessments, project plans, technical data and etc.
 Training requirements for personnel.
 Special precautions required to maintain safe operations during implementation.
 Mitigation measures that will lower the risks associated with the change.
The two basic tools for evaluating a change include:
 Hazard/Risk Assessment-typically conducted to theTDI-Brooks’s policies. This will be

undertaken when the proposed change is expected to increase the level of risk or if the
change affects an activity with medium to high level of risk.
 JSAs-anything but a minor change will trigger a re-evaluation of applicable JSAs.
9.6 Approval Process
The approval levels of any changes include approval within TDI-Brooks International as well as
the client. The following should be used as a guideline.
TDI-Brooks International
Minor changes-vessel management (party chief, HSE representative, captain, chief engineer)
Urgent changes-vessel management in conjunction with senior TDI-Brooks Managers (Dr. Jim
Brooks and Bernie Bernard)
Emergency changes-vessel management (party chief, HSE representative, captain, chief engineer)
followed by documentation and communication with senior TDI-Brooks managers.
Permanent changes-senior TDI-Brooks managers.
Temporary changes--vessel management in conjunction with senior TDI-Brooks Managers

Notification of Change and Approval by Client
The client will be notified of all but the most minor changes during the course of this project. The
client representative on the cruise should be notified immediately. Should a critical change be
proposed then the client vessel representative and field supervisor need to be notified. The
following guideline should be consulted when determining if pre-approval by client is required for
a proposed change. If in doubt, consult with the on board client representative
The following changes do not require EMEC approval
 Changes that are minor or routine and are within the scope of the operational, staffing,
equipment commitment, and parameter instructions contained in the contract, project plans,
and operational instructions documented and in effect.
 Changes that have resulted from prior Change Management approvals and are within the
scope of those approvals.
 Proposed changes that have been referred to the client and documented advice was given by
client that a formal Change Management process was not considered to be a requirement in
that particular case.
Changes requiring EMEC approval include, but are not necessarily limited to:
 Changes in Integrity Critical Position personnel identified in the geophysical contract and by
any advice from client further expanding the classifications of personnel included in that
category.
 Changes in the use, storage and handling of any hazardous materials.
 Any changes in operating methods, parameters, or equipment applications which are not
encompassed in existing, documented operating instructions, procedures, plans, or previous
change approvals which remain in effect.
 Changes to mitigate the development of increased risks due to the onset of commercial fishing
activity (marine), military action, construction, or other activity in the work area that cannot
be directly controlled by client or the TDI-Brooks.
 Changes or additions to existing HSE plans required to mitigate increased risks due to
encountering pipelines, production facilities, or other potential hazards.
 Changes in any laws, regulations, or permits that may impact operations.
 Any changes in controlled documentation including contract, HSE plan, or other operating
plans.
9.7 Implementation, and Documentation
The implementation step of the CM process includes, but is not limited to:
 Planning for the implementation of the change by the appropriate work group and line
management.

 Communication of the pending change to all parties that may be impacted by the change.
 Implementation of any special precautionary steps and mitigation measures.
 Performing any special training that has been identified as necessary for the implementation
of the change.
 Securing any additional permits or filling any additional documentation due to a change in
law, regulation, or permit requirement.
 Modifying and distributing any documentation, procedures, or policies that require a revision
due to the change. The TDI-Brooks's policies and procedures for the revision of "controlled"
documents may dictate the procedures for such a revision.
TDI-Brooks holds several types of scheduled meetings or procedural reviews to aid in facilitating
the implementation and communication of a change. Among these tools are daily toolbox safety meetings,
monthly safety meetings, and Job Safety Analysis reviews. Additionally, a special meeting may be required
to communicate the details of a change.
9.8 Close-out
The purpose of the close-out step in the Change Management process is to verify that the change
has been implemented properly and to communicate lessons learned from the change.
The Close-out step of the CM process includes, but is not limited to:
 Verification that all parties impacted by the change have been notified.
 Verification that all special precautionary steps, mitigation measures, and special training have
been implemented according to plan.
 Verification that any additional required permits are in place.
 Verification that all documentation of the change have been completed and any procedures or
policies effected by the change have been properly reviewed and changed according to TDI-
Brook’s guidelines.
 For temporary changes, verification that duration of change is clearly stated and observed.
Once the duration has expired, the change will be removed and the area of change will be
returned to its original condition or approval will be obtained to extend the duration of the
change.
 Lessons learned from the change should be communicated to the appropriate levels within the
TDI-Brook's and the client's management.
Appropriate documentation of each requested change will be kept on file by the TDI-Brooks.
TDI-Brooks maintains a log/register of changes and key information.
9.9 Example Change Management Matrix

The following matrix (Form A) provides suggested guidelines for the evaluation, approval, and
implementation of various Change Management examples. The specific circumstances concerning a
change will dictate the actions taken. The development of a matrix similar to this is suggested to be
completed jointly by TDI-Brooks and the client.
9.10 Change Record Form
The following form (Form B) should be utilized to document a change. The five different phases
of the Change Management process described in this document are captured on this two-page form.
 Identification
 Evaluation
 Approval
 Implementation
 Close-out

9.0 Management of Change

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

9.0 Management of Change

Uploaded by

Copyright:

Available Formats

Health, Safety and Environmental Manual

Section 9.0 Management of Change

Section 9.0 Management of Change

9.1 Purpose of Management of Change Protocol

Revision/ Review Log

Revision Date Approved by Reviewed by Revision Details/ Proposal Notes

Printed on 11/14/2018 Page 1 of 9

Section 9.0 Management of Change

Health, Safety and Environmental Plan