Philosophies
Our organization's steady progress and development over time has helped it become a world leader of its type in the offshore construction industry and this can be attributed to visionary leadership, principled business practices, innovative services and a vast array of talented, committed employees at all levels and locations throughout the world.
We have become a much larger company on a much larger stage. In the beginning we set high standards for excellence and effort in every facet of our business, and we followed that path without deviation. Today, at Cal Dive, we take pride in our achievements and prominent reputation in our industry; but ever mindful it was these guiding principles and core disciplines that made it happen.
Cal Dive is committed to being not only the largest marine diving contractor in the world but also the safest. Our philosophy - "People Going Home Safely."
CDI Basic Laws
1. Say what you do - do what you say.
2. Make a detailed plan and schedule.
3. If there is any deviation from the plan, call your supervisor before a problem arises.
4. If it's not in writing, it doesn't exit. No verbals.
5. Know what your job is and focus on doing your job before all else.
6. Think cost effectively - always.
7. Ask for help if at all in doubt.
8. Don't look to others to make your job easier. Look to help make your co-worker's jobs easier by focusing on getting yours done.
9. Remember, no one will be penalized because of open communication.
10. If it doesn't seem right, it probably isn't.
CDI Basic Operating Philosophy
1. Clearly understand work that is to be done.
2. Plan steps needed to get the work done.
3. Assess the risks or downside that could happen at each step.
4. Plan steps to avoid or mitigate the risk.
5. Document the plan and decisions.
6. Communicate the plan and decisions.
7. Be sure the proper skills are to be applied.
8. Execute the plan.
if anything changes:
9. Stop the work.
10. Communicate up the chain of command assembling the collective experience.
11. Repeat Steps 1-8.
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