2.1. QH.12 Insurance related processes documented within the VMS covering the full range of insurances
2.2. QH.11 End-to-end management of hazardous occurences covering all relevant workflows
2.3. FP.05 Set vessel budget contingency targets based on a formal risk management approach.
2.4. TO.04 Linking warranty expiry dates to systems and equipment and include OEM consultation on all maintenance deferral decisions.
2.5. TO.05 Ability to report on maintenance deferral history during user defined time periods for all systems and equipment that meet selected criteria.
2.6. TO.08 Critical spares clearly documented including the criteria to evaluate criticality.
2.7. TO.24 & TO.25 Purchase orders can be raised efficiently for identical work on multiple vessels, supported by standing offer arrangements with preferred vendors
2.8. TO.27 Bottom up winter work budget preparation. Process to include risk reviews for work to be completed. Director of the WW to manage the budget.
2.9. TO.28 Winter Work is managed as an integrated portfolio of projects and delivered like a program. This is to support integrated budget planning, services delivery, cost control, status reporting, procurment and risk management across the fleet.
2.10. TO.31 Purchase orders for common services from same supplier across the fleet should be implemented to achieve discount through volume
2.11. TO.32 CSL partners with a Technical Support Agency through Winter Work to support any surge requriements
2.12. TO.33 Implement progressive acceptance of maintenance, dry dock and fit-out tasks in the SSRS to support end of FY invoicing and payment
2.13. TO.34 Implement earlier steel, tank, void inspections to support planning for defect work as inspections in SSRS
2.14. FM.06 Establishment of standing offer or long-term agreements with shipyards would enable cost savings, performance benchmarking and streamlines procurement processes
2.15. FM.18 The FAMP should be the key master planning document with clearly defined governance arrangements and clear roles and responsibilities for management planning and control
2.16. CR.02 Eliminate paper timesheets
2.17. CR.07 An improved standing offer arrangement with the travel agency using normal invoicing processes rather than a credit card
3.2. Confirmed inclusion within the MarketScan RFI
3.3. Not included within the MarketScan RFI
4. Organisation
4.1. QH.18 & FM.12 HSEQ responsibilitites to include regulatory changes with support from Legal and RIsk when specialist advice is needed. GTS to support feasibility and implication of applying changes to current and future fleet
4.2. QH.22 certification managed by HSEQ team. Key functionality required by SSRS
4.3. FP.01 Policy & Procedure for defined cost centers
4.4. FM.03 Intergate the specialist Nav Arch and Steel Planning team within the tech ops organisation to work collaboratively with VMs to ensure accuracte scope definition of steel repair work for dry dockings
4.5. FM.05 The role of Finance and Procurement teams across the organisation should be reviewed to ensure best use of specialist expertise where needed
4.6. FM.16 More integration between GTS & Tech Ops through the newbuilding process to ensure supportability and maintainability including crew workforce requirements
5. Strategy & Policy
5.1. QH.32 A global VMS as a core element of a Fleet focused CSL enterprise. The global VMS drives policy and procedures for the governance and management of all activities associated with Fleet ops.
6. System
6.1. FP.15 The SSRS and Oracle should share the same account structure
7. Data
7.1. TO.01 Dedicated team to analyze O2 data in collaboration with Tech Ops and other parts of the business to enable high-quality, evidence based decision making.
7.2. TO.02 Clearly defined system/equipment criticality and maintenance task critically assigned and supported by the SSRS "reliability-centred maintenance"
7.3. FM.08 Purchase 3D models and all relevant 2D drawings for new builds and maintain their configuration through-life. This will enhance scope estimation and feasibility assessment for major works and upgrades.
7.4. FM.09 Implement a technical change management process to formally track changes to critical vessel systems and equipment, maintenance plans, spare parts and technical data.
7.5. FM.10 Digitize vessel drawings and technical manuals. For all future build programs CSL requires technical documents and drawings be delivered in an agreed digitized format.
