PROJECT EXECUTION PLAN

KC-1062/KC-1063 ACCESS PLATFORMS FOR 1st, 2nd & 3rd STAGE SEPARATORS

ITT REFERENCE. WQ1454

ExxonMobil Iraq Limited

ITT No. WQ1454

TABLE OF CONTENTS

1.0 GENERAL......................................................................................................................................................................4

4.2.2. PROJECT OVERVIEW............................................................................................................................................4

4.2.3. Scope Of Work...........................................................................................................................................4
1.2.5 Project Scope and Definition...........................................................................................................................4

2.0 PROJECT MANAGEMENT SYSTEM.................................................................................................................... 6

4.2.1. Key project objectives and value drivers...................................................................................................6

4.2.2. Critical success factors...............................................................................................................................7
2.3 PROJECT ORGANIZATION..........................................................................................................................................7
2.4 MANAGEMENT SYSTEM..........................................................................................................................................10
2.4.1 GENERAL.........................................................................................................................................................10
2.4.2 OFFICE AND WORK LOCATIONS;..........................................................................................................................10
2.4.3 CONTRACT ADMINISTRATION............................................................................................................................10
 2.4.4 SUBCONTRACTING AND SUBCONTRACT ADMINISTRATION;.........................................................................................11
2.4.5 H&S MANAGEMENT......................................................................................................................................... 12
2.4.6 MATERIAL MANAGEMENT;.................................................................................................................................24
2.4.7 IMPORTATION OF MATERIALS AND CONSTRUCTION EQUIPMENT..............................................................25
2.4.8 TRANSPORTATION.............................................................................................................................................26
2.4.9 PLANNING, MONITORING AND REPORTING............................................................................................................28
2.4.10 MEETINGS...................................................................................................................................................28
2.4.11 COST REPORTING AND CONTROL.....................................................................................................................28
2.4.12 DOCUMENT AND RECORD MANAGEMENT.........................................................................................................29
2.4.13 RISK ASSESSMENT & BROWNFIELD CHALLENGES................................................................................................30
2.4.14 QUALITY ASSURANCE....................................................................................................................................33
2.4.15 MOBILIZATION PLAN................................................................................................................................33
2.4.16 INTERFACE MANAGEMENT......................................................................................................................34
2.4.17 DESIGN CHANGE MANAGEMENT.............................................................................................................36
2.4.18 PROJECT CONTROLS......................................................................................................................................37
2.4.18.1 Schedule & Planning;..........................................................................................................................37
2.4.18.2 Progress Monitoring;..........................................................................................................................38

3.0 QUALITY MANAGEMENT PLAN...................................................................................................................... 39

4.0 ENGINEERING, PROCUREMENT AND CONSTRUCTION....................................................................................46

4.1 GENERAL..............................................................................................................................................................46
4.2 GENERAL..............................................................................................................................................................49
4.2.1. FINAL DESIGN DOCUMENTS................................................................................................................................49
4.2.2. DESIGN BASIS/STANDARD DOCUMENTATION...........................................................................................................49
4.2.3. CALCULATIONS..................................................................................................................................................50
4.3 PROCUREMENT......................................................................................................................................................60
4.4 CONSTRUCTION MANAGEMENT;...............................................................................................................................61
5.0 RISK MANAGEMENT.........................................................................................................................................65
7.0 INSPECTION AND TESTING...............................................................................................................................65
9.0 ENVIRONMENTAL MANAGEMENT.....................................................................................................................66
1.0 GENERAL
4.2.1. Purpose of Document
This document is a Project Execution Plan (PEP) of Basrah Eurolane Company for the The scope of work
execution associated with access platforms KC-1062/KC-1063 ACCESS PLATFORMS FOR 1st, 2nd & 3rd
STAGE SEPARATORS Project is detailed engineering, fabrication and site erection including civil works. It
provides an overview of the execution plans and strategy for the PC Expansion Project facilities.
This PEP will ensure that adequate communication, co-ordination and controls are in place to facilitate safe,
successful and timely delivery of the Project scope. The PEP is a high level document, specifically concise
and therefore refers to other documents for details where appropriate. It is not the aim of this document
to define the detail of any contractual agreement or procedure. The PEP is a live document and will be
updated as applicable.
The PEP is an important integration and interface management document bringing together the individual
HSSE, Quality, Contracting, Engineering, Construction, Cost & Schedule, Logistics, Operations Readiness,
Strategies and plans. The document describes how the overall project will be delivered.
This document also serves as part of the project quality management system and respective routines and
controls found in the project quality plan

4.2.2. Project Overview

The project is located in West Qurna 1, owned and operated by WQ1 FOD and Exxon Mobil Iraq Ltd.

4.2.3. Scope Of Work

1.2.5 Project Scope and Definition

The scope of work execution associated with access platforms of KC-1062/KC-1063 ACCESS PLATFORMS
FOR 1st, 2nd & 3rd STAGE SEPARATORS Project is detailed engineering, fabrication and site erection
including civil works.

The WORK required under this CONTRACT includes, but is not limited to, the following:

 Verification and review of the FEED Technical Data Package

 Offer the optimized and considered long-term development technical scheme

 Development of the technical data necessary to finalise the design basis required for detailed design

 Detailed Engineering

 Procurement

 Site Construction

 START-UP & limited PERFORMANCE GUARANTEE testing

 Securing all necessary permits and approvals

 Training:

 FAT

 Two years Spare Parts

 Project Operations & Management

 Security
 Visa

In addition, the CONTRACTOR’S WORK shall include site development and the provision of the
infrastructure to support the CONSTRUCTION SITE during the Construction and operational phases.

If burial or ground facilities are discovered on the site, the CONTRACTOR shall be responsible for their
removal (working with the appropriate authorities) during site clearance.

The CONTRACTOR shall accept the presence of COMPANY personnel at its and/or its SUB-CONTRACTORS’
premises and facilities for the purpose of administration of the CONTRACT, co-ordination, monitoring,
reviewing of DOCUMENTATION and schedules and witnessing of all operations, tests and inspections.

The CONTRACTOR shall provide all necessary MATERIALS, tools, consumables, services, EQUIPMENT and
labour to undertake the WORK, including, but not limited to, the following:

a. All project management and engineering, including those activities required to:

 Support the COMPANY in the preparation of the Operational HSE Management System

 Provide project controls (time, cost and resource management) during all phases of the WORK

 Provide all necessary DOCUMENTATION and manage the Project DOCUMENTATION system during all
phases of the WORK

 Enforce the COMPANY’S HSE management plan during all phases of the WORK

 Participate in COMPANY Project Health Safety and Environmental Reviews, (PHSER’s), which will be
held prior to fabrication/Construction, during Construction, and prior to START-UP

 Interface with regulators, Iraq Authorities and other third parties as necessary to meet permitting and
certification requirements

 Interface with the COMPANY and the other contractors involved in the Project as required

 Manage specific SUB-CONTRACTORS involved in the WORK as required

b. Procurement of all EQUIPMENT and MATERIALS, except for COMPANY PROVIDED ITEMS.

c. All civil works required for development of the CONSTRUCTION SITE, including all TEMPORARY WORKS
such as roads and drains, and including proper disposal of all CONSTRUCTION SITE clearance debris,
soil, rock, dredged spoil etc. generated during such work.

d. Provision of a comprehensive logistics infrastructure to ensure goods are properly received, handled,
customs cleared, transported to the WORKSITES for storage and installation.

e. Provision of all necessary covered and uncovered storage facilities for EQUIPMENT and MATERIALS.

f. All necessary government and statutory licences, consents, authorisations, permits etc.

g. Engineering, Construction and installation of the complete Facility within the BATTERY LIMIT.

h. Inspection and testing activities.

i. START-UP activities.

j. Performance testing activities.

k. Acquisition of land use rights for Project temporary use outside the Facility site, including but not
limited to Construction camp, offsite temporary facilities and Construction access roads.

l. Provision of Construction access roads outside and inside the Facility CONSTRUCTION SITE in WQ1.

m. Provision of Construction camp and all temporary Construction camp facilities.

n. Provision of all necessary transportation to convey the CONTRACTOR’S workforce to and from the
CONSTRUCTION SITE.
o. Provision of a sewage collection, treatment and disposal system adequate for supporting the
temporary Construction camp and facilities throughout the course of the WORK.

p. Provision of CONSTRUCTION SITE medical, first aid facilities and an ambulance.

q. Provision of CONSTRUCTION SITE access and security.

r. Removal of all temporary services and facilities upon completion of the WORK.

s. Provision of training manuals and training courses for COMPANY personnel.

t. Satisfy modularized design fabrication and installation requirement.

u. Training on site: Contractor should submit a training plan to Company for review and approval.
Vendor training on site two (2) weeks. Training records and issued certificate shall be considered as
evidence of training completion, to give the trainees fully training for operation.

v. Factory Acceptance Test for one time for seven (7) person seven (7) days excluded travel days, all
the cost of accommodation, air tickets (economic class) and transportation will be contractor’s
scope CONTRACTOR shall provide minimum ninety (90) calendar days' notice to COMPANY for FAT.

w. During the training or FAT conducted for Company personnel regardless of in or outside of Iraq,
Bidder shall insure all trainees/attendees with sufficient Personal Accident insurance to cover the
risks against any and all accidents and emergency situations

x. Bidder shall, as its own cost and expense, at all times during the training or FAT, including travelling
days from and to the trainees/attendees residence, take out and maintain adequate personal
insurance for them. Basically, the minimum insurance package shall cover medical expenses
including but not limited to emergency hospitalization, healthcare if threatening life and limb,
emergency dental care, evacuation of the injured to his/her country of origin, repatriation of
remains, etc.

y. Security: vendor’s security in Iraq belongs to CONTRACTOR’s scope.

z. CONTRACTOR should submit Organization Chart of project team as the format of attachment 11

aa. (Organization Chart) by filling the names in it and key personnel CVs (Project Managers,
Construction Managers, Control Managers) to COMPANY for Approval.

bb. Design Review Meeting shall be conducted on-sit will be contractor’s scope.

2.0 PROJECT MANAGEMENT SYSTEM

4.2.1. Key project objectives and value drivers

Objectives and value drivers for the KC-1062/KC-1063 ACCESS PLATFORMS FOR 1st, 2nd & 3rd STAGE
SEPARATORS project are as follows:
 HSSE/Technical Integrity: Zero incidents
 Quality; Meeting project premises
 Schedule; Project delivery of time
 Cost ; Project delivery on budget
 Local Content; developing professional skills. knowledge and competency of local staff

Execute the project with no accidents, no harm to people or damage

to the environment. Manage and design to avoid environmental
Health, Safety & Environment impacts, minimise the use of resources, and manage the residual
impacts of waste, emissions and discharges.
Create collaborative relationships with all project stakeholders.
Increase National content
Stakeholders
 Deliver the project on time, economic value and minimising
disruptions to existing operations, meeting schedule and milestone
Project Delivery dates.
Deliver facilities that are operationally integrated to the existing ones,
and that have long term reliability and incorporate lessons from
Operability previous Developments.

Whenever possible, advantage will be taken of synergies with existing facilities and infrastructure.

4.2.2. Critical success factors

key importance to the successful completion of the project:
 The project is executed without any unwanted incidents
 The project is delivered with full compliance to work environment and safety requirements for
operation and maintenance of the delivered modifications
 Use Local Content capability and develop local stakeholder relationships
 Clarity on the technical standards proposed and accepted.

2.3 Project Organization

A dedicated project team will be established. The project team will have overall responsibility for the
project execution and will establish all necessary technical, financial, management and administrative
resources required to execute the project. All interfaces with other departments will be managed by the
project team. The support required from other departments such as safety, quality, Infrastructure,
Logistics, Contracting & Procurement, will be coordinated by the project team.

The Project team organization follows largely the contracting strategy of the Project. Project delivery will be
driven by project. Discipline leads in Engineering, C&P, Project Control, construction, logistics, admin, HSE,
QA/QC and CSU will provide cross project services to ensure consistent application of design standards
meeting Client requirements.

The main responsibilities for each of the Project team are listed below;

Project Manager

 Accountable for the all aspects of the project, in particular the HSE, schedule, quality and budget
targets
 Coordination and interface management between the team.
 Undertake Integrated Scheduling & Execution Management with all Project functional disciplines in
accordance with agreed baseline schedule
 Management of site activities by monitoring and providing guidance and coordination with Client
on ongoing issues related to permits, field entry and local community issues,
 Overall technical responsibility

Project Engineering

 Deliver Fit for Purpose Design

 Undertake Technical Audit & Review of Fit for Purpose Design
 Liaise with Field Operations, Security, HSE, Logistics and Construction on technical design to
complete the Engineering
 Deliver flawless integration of design
 Timely issue Design Deliverables and compiled Work Packages to Construction as per agreed
project baseline schedule
 Deliver Technical Input and Review related to Procurement datasheets, Design Service contracts
and Fabrication/Construction Contracts
 Support the provision of information for stakeholder engagement
  Provide discipline engineering support for the development of the construction schedule Decision
making authority resident in the field
 Resolve field raised design queries
 Undertake site verification as and when required to assure construction compliance in accordance
with design intent

Contracts & Procurement

 Prequalification of vendors and construction contractors.

 Monitor procurement activities.
 Ensure all ITTs and RFQs are compliant with client policies and standards.
 Deliver and support fit for purpose procedures and processes
 Monitor site C&P management through on-site client C&P representative. Intervene as and when
required to maintain adherence to contractual obligations applicable to PIL and all construction and
field services contracts
 Support Client audits and review requirements, including the provision of information for
stakeholder engagement

Project Services

 Deliver up-to-date project budget, VoWD expenditure and forecasts including trending and risks
 Deliver the Schedule including overview of trends and risks
 Deliver up-to-date integrated Project baseline schedule including overview of trends and risks
 Support client audit and review requirements, including the provision of information for
stakeholder engagement

QA/QC

Provide Quality Management for this project across all phases of the, Support and deliver Project Quality
needs as per the PQP and conduct PQHC, Audit & Review support in accordance with Project Assurance
Plan and Project Quality Delivery Plan (PQDP) and provide Inspection Services through dedicated third
party inspection services inside and outside Iraq.

HSSE

 Deliver the HSE policy, standards and procedures for the Project and narrate the HSE sections in
contractual documentation, such as the construction contracts
 Contribute to the tender evaluation on HSE for all service contracts
 Assess Regulatory Requirements and develop the permit requirements for the Project in a timely
manner to maintain project delivery schedule
 Contribute in the regular HSE project meetings through project delegate
 Plan the HSSE pre-mobilization and start of construction audits for all sub-contractors

Construction

 Develop the Construction schedule

 Manage contractor to establish early construction readiness prior to mobilization of the
construction contractors
 Contribute to constructability 3D model review
 Accountable to project delivery lead
 Coordinate with Operations the all pre-construction preparations
 Work with team to ensure all site activities by construction contractors are fully aligned with each
other and with the overall project schedule.
  Support Operations (labor & tools) for safe re-introduction of hydrocarbons
 Manage SIMOPS in collaboration with Operations.
 Manage construction liaison with Client
 Deliver incident reporting and carry out incident investigation; maintain HSSE statistics and perform
trending and risk assessments
 Participate in weekly home office dial-in to progress the scheduled site work
 Participate in daily construction calls with home office, once contractors are mobilizing to the field

OR&A

 Deliver the flawless start-up plan and execute accordingly to ensure all conditions are met by
Projects
 Manage all interfaces within the Operations function

Logistics

 Develop Logistics Strategy and select qualified logistics contractors covering the delivery of project
equipment and materials from ex-works to site and into storage. This includes:
 Inspection at source
 Packaging and sea fastening standard and procedures
 Warehousing and material control
 Preservation

2.4 Management System

2.4.1 General
This PEP will ensure that adequate communication, co-ordination and controls are in place to facilitate safe,
successful and timely delivery of the KC-1062/KC-1063 ACCESS PLATFORMS FOR 1st, 2nd & 3rd STAGE
SEPARATORS Project scope. The PMP is a live document and will be updated as applicable.

Key project objectives and value drivers

Objectives and value drivers for Project are as follows:

 HSSE/Technical Integrity
 Quality
 Schedule
 Cost

Critical success factors

Key importance to the successful completion of the project:

 The project is executed without any unwanted incidents

 The project is delivered with full compliance to work environment and safety requirements for
operation and maintenance of the delivered modifications
 Use Local Content capability and develop local stakeholder relationships
 Clarity on the technical standards proposed and accepted.

2.4.2 Office and WORK locations;

All the contract activities will be managed from our head office which located in Basrah as well as to our
site office which will be as the central operation room which located at project site in WQ 1.
The execution of project will be undertaken by the project team of CONTRACTOR with technical support
provided by Headquarters. The Basrah office of CONTRACTOR will be designated as the Home Office and is
fully responsible for the overall project management and control of procurement, construction
management and quality management support. COMPANY interface will be based at project site.

The Project Team of CONTRACTOR will be headed by the Project Manager (PM). The project start-up phase
will involve the prompt mobilization and assignment of project personnel to review contractual
requirements, engineering construction packages and establish specified Project procedures.

Administrative assistants will provide support for all types of organizations and businesses and staff
members. Their duties include general clerical tasks, such as drafting documents and answering telephones,
as well as administrative jobs, including scheduling and project management.

2.4.3 CONTRACT Administration

Regular meetings between COMPANY and CONTRACTOR shall be held on intervals and dates set by
COMPANY and as often as is necessary for the purpose of keeping all parties fully informed with respect to
the progress of the WORK and for discussing technical subjects and resolving issues which may arise in the
execution of the WORK. COMPANY shall advise the scheduling of meetings. Meetings shall be conducted in
English and the Minutes of Meeting shall be issued in English Language, with a appropriate translation if
required, following agreement and signature by both COMPANY and CONTRACTOR REPRESENTATIVE.

It is the intent of the Contractor that project controls (related to project estimating, reporting and
forecasting of cost and schedule and risk management) will be executed using standard
processes/procedures as documented in our Project Controls Plan. These systems, tools, processes and
procedures will satisfy the project control requirements and principles as specified in Contract. If required
CONTRACTOR will request the COMPANY standard procedures to ensure alignment with CONTRACTOR
procedures. The CONTRACTORS PEP and supporting procedures are subject to approval by the COMPANY.
Where the CONTRACTOR PEP and Project Controls processes and procedures do not meet COMPANY
requirements the CONTRACTOR will amend their processes/procedures to meet these requirements

ADMINISTRATION INSTRUCTIONS AND PROJECT CONTROLS describes the procedures that will be used and
specific Project Control Procedures will be submitted to the COMPANY for approval and thereafter used
jointly by the COMPANY and the CONTRACTOR in administering the CONTRACT. The CONTRACTOR will
ensure that where other joint procedures are not comprehensively set out, such procedures will be
developed by us and agreed with the COMPANY in a manner that facilitates the timely execution of the
WORK in accordance with the CONTRACT.

2.4.4 Subcontracting and Subcontract Administration;

The various aspects of the project such as Engineering, Procurement, Construction, QA/QC will be
undertaken By the Contractor.

Subcontracting strategy plan will be prepared to assess the need to subcontract any element of the scope.
However, CONTRACTOR is capable to execute the full scope of work. The objective of the contracting
strategy is to select contract types, contractor(s) and contractor remuneration scheme that will be
economically most beneficial to the Company. (“Economically most beneficial” means that Company
requirements are met in terms of quality and schedule at the lowest possible life cycle costs). Thus the
contracting strategy adopted for the various phases of the project will takes into account the following key
drivers:

 HSSE & SP
 Technical integrity
 Venture Partner relationship
 Schedule
 Cost

The contracting strategy for critical long lead items procurement and construction aspects of the project is
based on the use of Contractors with whom responsibility for quality assurance and control is placed.
Contracts were/will be competitively tendered on a lump sum basis to maximize cost certainty and
minimize administration.

We always try to choose a subcontractor that has previously been prequalifies and has a successful working
track record. We conduct a formal prequalification process. A key area of prequalification is a
subcontractor's financial data. Other targets of prequalification review include safety management history,
technical capability, previous working experience & most importantly quality performance.

We conduct a formal technical/commercial evaluation process that ensures chosen subcontractor has
capability to execute the work on time and within agreed budget without compromising on safety and
quality. This includes reviewing proposed execution plan, Work history, including the type of work done,
jobs completed, safety performance record, quality objectives, & compliance with Client and international
code and standards.

2.4.5 H&S Management

Control of work is very important aspect of our ongoing operation. Stop Unsafe Work” policy is in place that
encourage everyone interfere if unsafe act is permitted - if someone is doing something that we think is
unsafe, everyone are encouraged to speak out about your concerns and “Stop the Work” until safety is
assured.

See attached sample HSE management Plan & Method Statement, it’s includes the following steps to
control works:

PLAN ahead to get the job done safely. When working from heights, such as ladders, scaffolds, and roofs,
employers must plan projects to ensure that the job is done safely. Begin by deciding how the job will be
done, what tasks will be involved, and what safety equipment may be needed to complete each taken
estimating the cost of a job, we include safety equipment, and plan to have all the necessary equipment
and tools available at the construction site and train everyone to use the equipment safely. Risk assessment
& hazard identifications is conducted on a daily basis and as required to ensure the safety practice of our
employees - see attached sample of risk assessment sheet and JSA for some of our projects.

Zero accident tolerance policy is in place and contains the followings:

 All endeavors to adopt a zero accident tolerance attitude to any occurrence threaten the Health,
Safety & Environment of our work force and the general public. The management is committed to
achieving and sustaining "ZERO ACCIDENT TOLERANCE" through continues improvement practices.
 No Workplace Injuries and Occupational Diseases.
 No Accidents.
 Promote HSE as an integral part of our day –to-day activates.
 Spread Health, Safety and Environment plan throughout the organization.
 Enhance employee awareness and involvement in Health, Safety & Environment program
implementation.
 Optimize the use of continuous improvement practices as the basis for "Zero accident tolerance"
initiative.
 Eliminate all Environmental impacts aspects.

Throughout the execution of project, HSE will be the key theme for all of the work performed. HSE is
embedded throughout the CONTRACTOR Group as a core value that is underpinned through a philosophy
of continuous improvement and demonstrated safety leadership across every level of our organisation.
Tenderer considers health, safety, and environmental protection as essential for all our activities from
conceptual design and engineering through to project execution. Tenderer believes that HSE excellence
enhances productivity and quality. Each individual has a personal responsibility for his or her own safety
and the safety of others, and no business objective takes priority over minimising risks to personnel and our
impact on the environment.

Within the first month after the project is kicked-off, a project specific HSE Plan will be developed to
address all HSE requirements during execution of project. The HSE Plan will cover HSE Policies, programs,
systems, procedures, standards, controls, etc for management of HSE activities. The HSE Plan shall be
approved by both COMPANY and Tenderer’s Project Sponsor, and will be effectively implemented. The HSE
Manager in the Project Management Team will ensure that the dedication of the key personnel is at a level
consistent with the objectives and will propose HSE indoctrination sessions or HSE training program,
whenever necessary.

Control of work is very important aspect of our ongoing operation. Stop Unsafe Work” policy is in place that
encourage everyone interfere if unsafe act is permitted - if someone is doing something that we think is
unsafe, everyone are encouraged to speak out about your concerns and “Stop the Work” until safety is
assured. See attached sample HSE management Plan & Method Statement, it’s includes the following steps
to control works:

PLAN ahead to get the job done safely. When working from heights, such as ladders, scaffolds, and roofs,
employers must plan projects to ensure that the job is done safely. Begin by deciding how the job will be
done, what tasks will be involved, and what safety equipment may be needed to complete each task. When
estimating the cost of a job, we include safety equipment, and plan to have all the necessary equipment
and tools available at the construction site and train everyone to use the equipment safely. Risk assessment
& hazard identifications is conducted on a daily basis and as required to ensure the safety practice of our
employees - see attached sample of risk assessment sheet and JSA for some of our projects.

Zero accident tolerance policy is in place and contains the followings:

1) All endeavors to adopt a zero accident tolerance attitude to any occurrence threaten the Health, Safety
& Environment of our work force and the general public. The management is committed to achieving and
sustaining "ZERO ACCIDENT TOLERANCE" through continues improvement practices.

2) No Workplace Injuries and Occupational Diseases.

3) No Accidents.

4) Promote HSE as an integral part of our day –to-day activates.

5) Spread Health, Safety and Environment plan throughout the organization.

6) Enhance employee awareness and involvement in Health, Safety & Environment program
implementation.

7) Optimize the use of continuous improvement practices as the basis for "Zero accident tolerance"
initiative.

8) eliminate all Environmental impacts aspects.

The Health and Safety objectives for CONTRACTOR are:

 To provide a safe work environment for employees

 To meet client health and safety expectations

 To comply with applicable occupational health and safety laws and regulations

 To minimize injury related liability

The Health and Safety Management System (HSMS) for CONTRACTOR provides a set of Corporate
Standards that represent the minimum requirements for operations within all CONTRACTOR’s Corporation
entities.

Responsibilities

All employees have responsibility for accident prevention and compliance with corporate and regulatory
standards. Ultimate responsibility for program implementation lies with line managers. The HSMS is
directed toward Project Managers and Superintendents for field projects and Office Managers for fixed site
offices..

Management

CONTRACTOR Management is responsible for:

  Commitment to the protection of employees

 Compliance with regulations

 Only accepting work that can be performed safely and stopping work that is unsafe for
CONTRACTOR employees Support for Health and Safety

 Enforcement – negative consequences of at-risk behavior

 Budget, and maintaining adequate safety staffing

Project Managers
Project Managers are responsible for:
Establishing and enforcing safety requirements to protect:

 Employees

 Public

 Subcontractors

 Environment

 Creating a Safe Work Plan (SWP) or Health and Safety Plan (HASP) for all field projects

 Meet Client health and safety expectations

 Obtain technical support from health and safety professionals

 Enforcement of project safety requirements

 Promote and reinforce safe behaviors

 Only accepting work that can be performed safely and stopping work that is unsafe for
CONTRACTOR employees
Employees
CONTRACTOR employees are responsible for:
Working Safely – following:

 CONTRACTOR Health and Safety Program

 CONTRACTOR Project Health and Safety Plan (HASP) / Safe Work Plan (SWP)

 Client health and safety requirements

 Reporting unsafe work conditions, injuries, and other environmental, health and safety incidents

 Performing only work for which you are qualified and trained

 Demonstrating your concern and commitment to you co-workers’ safety by intervening if anyone
observe at-risk behavior
HSE Manager
HSE Manager is responsible for:

 The CONTRACTOR Health, Safety, and Environment Program including the Safety Management
Standards (SMS)

 Ensuring SMSs are reviewed at least annually and updated as needed.

HSE Manager will assign SMSs to be reviewed by Corporate, or subject matter experts to review and
determine if the SMS meets current best practices and regulatory requirements. All SMS are reviewed and
approved by the Manager Director. Changes to SMSs are posted on the CONTRACTORU HSE website and
email notification sent to HSE Representatives.
Communication with CONTRACTOR Management regarding health and safety including safety performance
metrics, recommendations, program changes, and key incidents
Management of the health and safety training, incident recordkeeping, and medical surveillance programs
Providing direction to CONTRACTOR corporate and regional health, safety, and environmental managers
Corporate Health, Safety, and Environment Managers
Each CONTRACTOR division will have a Corporate Health, Safety, and Environment manager with
responsibility for:

 Communication and implementation of the health, safety, and environment program within their
areas of responsibility

 Providing technical leadership in regard to safety, occupational health, and regulatory compliance.

 Conducting office and field audits to evaluate safety and health compliance

 Assist Regional Health, Safety, and Environment Managers regarding training, safety plan review,
and program enforcement
Provide support for:

 Training

 Medical surveillance

 Health and Safety Management

 Incident Reporting

 Serving as the point of contact for health and safety communication

 Maintaining health and safety records

 Implementing Safety Management Standards within CONTRACTOR operations

Contractors
Responsibilities:

 Comply with all HSE requirements of CONTRACTOR and the contract.

 Proactively identify, assess, and manage HSE hazards associated with their scope of work on the
project in order to provide work methods acceptable to the project.

 Comply with all applicable statutory acts, regulations, and codes of practice.

 Implement the project contractual requirements and the requirements of their own procedures
and work methods.

 Include HSE as an agenda item for all contractor management meetings.

 Monitor execution of the work scope to support the consistent application of safe work methods.

 Provide to CONTRACTOR documentary evidence that their HSE system and safe working
procedures conform to and are equal to or exceed those set by CONTRACTOR.
Tasks:

 Analyze their work scope to identify and assess HSE hazards and to provide for the development of
safe work methods.
  Provide or ensure that skills and other relevant training is provided, in a structured and
documented manner, for all personnel for whom the contractor is responsible.

 Provide or ensure that all personnel are supplied with and trained in the correct use, fitting, and
maintenance of personal protective equipment.

 Audit and inspect the worksite to correct nonconformance with safe work procedures and identify
improvements to work methods.
Administration Manager/Office HSE Coordinator
Tasks:

 Conduct regular housekeeping inspections.

 Allocate, nominate, and verify appropriate training for emergency personnel.

 Verify that all office layouts conform to HSE requirements.

 Verify that procedures and work are undertaken with no injury to persons or damage to
equipment.

 Perform/assist with orientations for employees and visitors.

PERMIT TO WORK SYSTEM

Permit must be obtained from the concerned authority while taking up job

1. Hot work permit – involving the use of naked flame, i.e. welding or cutting operation or use of
equipment which is not intrinsically safe, or any work which may generate a spark.
2. Cold work permit – general work neither involving nor capable of generating an ignition source.
3. Entry permit – involving entry in to tanks, pipelines, pits, vessels or confined spaces.
4. Vehicle entry permit – involving an unavoidable vehicle entry in to a restricted area.
5. Electrical work permit – involving work of electrical apparatus and equipment.
6. Excavation permit – involving the digging of a pit, trench or hole.
7. Application of a work permit – should be made, if possible, at least 24 hours prior to commencement
of work.
PERSONAL PROTECTIVE EQUIPMENTS

1. Use of safety helmet will be mandatory for all.

2. Use of safety shoe will be mandatory for all.
3. Wear eye protection wherever dust, heat, toxic fumes, welding light, concrete chipping, jet watering or
compressed air application
4. Wear protective gloves while handling sharp articles, hot material, Corrosive chemicals, welding,
cutting etc.
5. Wear safety belt wherever applicable i.e. working at heights, in a critical hanging position, where risk
of falling 2 meter and above.
6. Aprons must be worn while welding overhead.
7. Follow permit to work to decide the proper PPE required for your specific job.
8. Wear ear protection wherever noise level is 85dBA or above.
SCAFFOLDING
1. Standard metal pipes will be used for making scaffolding. Base plate shall be provided Size of 6”x 6”
2. All components i.e. clamps joint pins will be compatible to the pipes to make sure a sound and safe
scaffolding is erected.
 3. Competent and experience workmen will be deployed for the erection of scaffolding.
4. Every part will be fixed secured or placed to prevent accidental displacement as far as is
practicable, be rigidly connected to the building or structure, or be securely supported or
suspended and braced wherever necessary and provided with base plate of adequate size.
5. All scaffolding will be inspected by a competent person as well as by safety representative before
use.
6. All scaffolding pipes will be free from distortion, splits, excessive corrosion and rust.
7. Any faulty worn or damaged component will be scraped.
8. All scaffold boards will be free from splits decays and damage.
9. Board will rest evenly on their support and will not be extended making it unsafe, and
consideration of loads thickness, strength and weight likely to be placed upon them will be taken
into account.
10. The boards will be fixed to all the platforms.
11. Guard rail will be fixed not less than 915mm and more than 1100mm above the working platform.
Toe boards shall be provided of 100 mm width at the bottom of working platform.
12. Incomplete scaffolding will be tag marked as un-safe for use.
13. After successful inspection by safety person it will be tag marked “safe for use” before use.
LADDERS
1. Ladders and step ladders will be maintained in good condition always.
2. Securely lash the ladder to a fixed point as near as the top as possible. Otherwise secure it at the
bottom to prevent it slipping or have somebody to foot it.
3. Make sure that no overhead power line is within your reach or reach of the ladder.
4. Metal ladder must not be used where there is a risk of accidental contact with live electrical
apparatus.
5. Do not over reach from a ladder. Keep it as close as possible to your working position.
6. Beware of wet or greasy slings.
7. Always install a ladder at 70˚ or 1: 4 with the wall or as near this position as possible.
CRANES
1. Proper entry passes will be Obtained / arranged.
2. Only authorized person may operate cranes.
3. Test all the controls before use and obey warning devices.
4. Follow signal by one person only to avoid confusion.
5. Never place the crane blocking the passage.
6. Never ever exceed the safe working load of the crane remember to add the load of lifting tackles on
to that load.
7. See that load is free and not stuck any where before lifting.
8. Lift the load slightly and halt to make sure that crane and brake can take load and there will be no
excessive swing because the lift is not vertical.
9. Lift and lower gently making sure the load is clear of obstruction.
10. If load is not lifted properly lower it and re-adjust it properly.
11. Don’t keep the load suspended for prolonged period or never keep it un-attended.
12. Avoid/restrict use of crane during night time and high winds.
 13. Necessary work permit must be obtained before any critical lift.
LIFTING APPLIANCES
1. Necessary tests certificates to be arranged for specified lifting tools tackles. Do not use faulty or
damaged tools tackles. If you found any faulty tool tackle report it to your supervision.
2. Never overload any lifting tackle. If in doubt about the weight of load ask your supervisor.
3. Never tie a knot in a chain to make it shorter.
4. Look visually for any links or twists in chain or sling.
5. Check that support used to suspend tackles is strong enough or have necessary certification.
6. Use wood or other suitable packing to protect the slings against sharp edges of the load.
7. Do not drag the load, position the hook in the center of the load.
8. Check that load is free from any obstruction before lifting.
9. Keep your hand free from slings before the lift begins and stay clear.
10. Return all lifting tackles to store after use.
11. Store the lifting tackles carefully for their long life.
POWER TOOLS
1. Before using any electric power tool, run it for few minutes to check the condition and make sure
that tool is in good order, look for signs of overheating or any irregular noises. Inspect the cable for
any damaged insulation and connection.
2. Use the right tool for the right job.
3. Electric cables must be kept free for oil grease, getting wet.
4. Cables be installed properly if possible overhead.
5. Make sure to have proper length of extension cable do not stretch the cable.
6. Do not lift on drag power tools by their cables.
7. Check for tightness, all joints in air hoses to compressed air tools.
8. Do not drop the grinding machines; it may damage the wheel, which may cause accident.
9. Never force a portable grinder against the work as dangerous flat spot on the wheel may develop.
10. Wear eye protection if there is a risk of flying particles of splashes.
11. Pay due attention to your job, don’t relax on the job.
12. Check with your supervisor if you need a permit to work for portable power tools.
STORAGE OF GAS CYLINDERS
1. Cylinders will be stored in a safe dry, well ventilated place prepared and reserved for the purpose.
Flammable substances, such as oil and volatile liquids, shall not be stored in the same place.
2. Cylinders of oxygen shall not be stored indoors close to cylinders containing flammable gases.
Unless they are stored apart oxygen cylinders and flammable gas cylinders shall be separated by a
fire resistant partition.
3. All cylinders must be stored in upright position and secured against fall.
4. Acetylene storage room/building shall be well ventilated and open flames shall be prohibited.
Storage room shall have no other occupancy.
5. Cylinders are not designed for temperatures in excess of 54C (130F). Accordingly they must not
be stored near heat source, such as radiators or furnaces or near highly flammable substances like
gasoline.
 6. A direct flame or electric arc shall never be permitted to contact any part of compressed gas
cylinder.
7. Cylinders shall be moved from one place to other using trolleys.

WELDING / CUTTING ACTIVITIES

1. Permit to work condition / instruction must be strictly adhered to while taking up any hot
work like welding / flame cutting.
2. Protective equipments such as welding helmet (face / eye protection), welding gloves, some
situations aprons and goggles and gloves for cutting to be used.
3. Oxygen, Acetylene, Hydrogen etc. cylinders to be stored, transported and handled correctly and
must be kept well away from sparks, flames or slag from welding cutting operations.
4. Welding / cutting area to be well ventilated special precaution to be taken while working in
confined spaces especially where there is risk of evolution of dangerous gases / fumes during these
operations.
5. Before starting a hot activity all combustible material must be removed from that vicinity.
6. All hot operation will be completely covered with fire proof tarpaulins and sealed properly if
performed inside the operational area.
7. Caution tape (Red/White) will barricade the area of hot work.
8. Dry powder type (DCP) fire extinguisher will be arranged near the hot work.
9. A running water hose with check valve should be kept near the Hot jobs
10. All gas regulators shall be fitted with Flash back arrestor being non-return for design.
EXCAVATION, TRENCHING AND EARTH REMOVAL
1. All trenches 1.2 m or more in depth shall at all times be supplied with at least one ladder for each
spacing of 30 m in length or fraction thereof. Ladder shall be extended from bottom of the
trench to at least 1 m above the surface of the ground.
2. The sides of the trench which are 1.2 m or more in depth shall be stepped back to give suitable
slope (angle of repose) or surely held by timber bracing, so as to avoid the danger of side from
collapsing. The excavated material shall not be placed within 1.5 m of the edges of the trench or
half of the depth of the trench, whichever is more. Cutting shall be done from top to bottom. Under
no circumstances mining or undercutting shall be done.
3. The contractor shall ensure the stability and safety of the excavation, adjacent structures, services
and the works.
4. Open excavations shall be fenced off by suitable railing and warning signals installed at night at well
lift places so as to prevent persons slipping or falling into the excavations.
5. All blasting operation shall be carried out on the basis of procedures approved by Inspector of
Explosives. All works in this section shall be carried out as per IS Code of Practice. Barricades,
Warning Sings etc. shall be placed on the road /open area. Prior approval of such operation shall
be obtained from safety Engineer/Engineer-In-Charge of Works.
CONCERTING
Shuttering and supporting structures shall be of adequate strength and approved by engineer in charge.
This shall be insured before concrete is poured. The procedure approved by Engineer In-Charge shall be
followed for mixing, transporting and pouring of concrete.

FORM WORK
 1. Check steel props against cracks at threads. Always keep the props in plumps(Tolerance of 1 in
500 as suggested by AISC) Avoid inclination of props to achieve required level of soffit shuttering
instead unscrew the props for any adjustments.
2. Check if shuttering plates are welded with stiffeners .Rectify any unsupported edge and then use
the plate .Always tie the shuttering plates with each other either with bolts or wires.
3. If any plywood filler is in use support it properly by props.
4. While using telescopic span for supporting plates, don’t leave any portion cantilevering out as it can
topple.
5. Check if pin is in good condition .Avoid use of rebar in place of pin. Avoid chipping open of dowels
in difficult position especially at height .Dowel if any to provided in such cases could be provided by
putting holes in shuttering
6. Barricade all openings/cutouts in slab etc .Close lift door opening by temporary masonry work of at
least 1 m.
OCCUPATIONAL HEALTH & SAFETY
1. NOISE:- Where there noise level is 85dB or above employees will be provided with ear plugs
provided their exposure is 8 hours, such as working close to compressor, jack hammer, grinding
inside the tank etc.
2. DUST: - Appropriate dust mask or BA will be provided when exposed to normal or toxic dust while
working.
3. Hygienic drinking water will be provided.
4. RADIATION:- Wherever risk of radiation permit to work will be arranged and necessary safety
precaution will be taken such as displaying of warning board / signs, danger tapes etc. to cordon off
the area.
5. First Aid facility will be available at site as well as at accommodation.
CONFINED SPACE ENTRY
1. Make sure you have necessary “confined space entry permit:” before you enter a vessel or similar
confined space.
2. Confined space entry permit instruction must be obeyed such as the wearing of BA and other safety
equipments. If a safety belt or harness is used it must be attached to a life line, the free end being
held by a person outside the confined space.
3. Keep constant watch over the person inside the confined space if your job is to hold the life line on
the outside. Do not leave your post while some one is inside and be ready to summon help if
required.
4. Never attend to rescue any one from a confined space where there may be oxygen deficiency or
dangerous fumes, unless you are wearing BA and where possible, a safety belt or harness used as in
paragraph 3 above.
5. A person detailed for rescue services shall be available, equipped with compressed air BA not
attached to the unit serving the person inside the confined space.
HANDLING FIRE EMERGENCY IN THE EVENT OF GAS LEAK
1. Raise the Alarm
2. Inform your supervision.
3. Inform the emergency services (control room).
4. Stop all electrical / diesel, petrol operated equipments in the area
5. Stop any hot work in this area.
6. Isolate the gas leak if possible.
7. Train fire hoses on the fire leak.
 8. Inform the H.S.E. authority
9. Evacuate the person from that area and clear the area.
10. Cordon off the area if possible.
11. Assemble evacuees at assembly point
12. Inform evacuees of the situation.
HOUSEKEEPING
CONTRACTOR will make sure that work place is kept clean & tidy while executing any job up to an accepted
level of housekeeping will be maintained always.
1. Make sure that all passage, walkways, roads are free from any obstruction while storing any
material, keeping equipments or working in limited spaces.
2. Any rubbish, waste generated during the performance of any job will be cleared immediately after
completion of that job or if necessary during activity even.
3. All rubbish, waste will be disposed as per specified method of CONTRACTOR.
4. Used gloves, electrode pieces, grinding wheels, masks will not be thrown here & there but collected
in designated bins.
CONTRACTOR will ensure highest attainable housekeeping standards.
ENVIRONMENTAL PROTECTION
CONTRACTOR is committed to use the best possible means / practices to protect environment while
carrying out any construction activities.
A. Air Pollution
Dust:- (1) No cleaning will be done by using compressed air so as to control the dust being spread in
the atmosphere.
(2) While sort blasting, digging, transporting soil etc., dust will be controlled to an acceptable level.
Chemicals:- CONTRACTOR will fully comply with local as well as international laws and
regulations, not to use or controlled use of solvents / chemicals effecting the environment through
emission.
B. Land Pollution
CONTRACTOR will make sure that all chemical waste, which could be toxic, oxidizing of harmful to
the soil or environment, is disposed at a proper dumping land fill location in a proper way/method
indicated by local H.S.E. authority.

C. Water Pollution
We will make sure that no pollutant is disposed into the sea or sewage drain, which could be harmful to the
marine life.
NB: CONTRACTOR will fully comply with permits in regard with disposal of any waste.
Harmony to the nature
WORKING AT HEIGHT
Whenever possible, working at heights should be done from a properly constructed scaffold. Working
platform with railing & toe boards to be ensured. Where this is not possible drawing cables through cable
ducts, safety harness must be worn and be attached to a structure capable or arresting the full falling
weight of the employee. Full Body Safety belts. lifeline lanyards are required while working at height above
2.0 meters. Safety belts shall be anchored to a permanent fixed structure above the wearer’s work position.
Free fall length shall be marked on every lanyard.
Safety nets shall be used at height more than 8 meters where the uses of ladders, scaffolds, safety lines or
safety belts are not practicable. Safety net shall be extend 2 meters beyond the edge of the work surface.
Any safety belt, lifeline actually subjected to fall or static load testing shall be discarded and new safety belt
shall be used.
STRUCTURAL ERECTION
This work is equipment intensive requiring cranes, derricks, hoists and specialized applications.
The following are the list of Safety practices to be imposed and precautionary measures recommended
wherever practical during erection works:
1. Use of proper protective equipment where and when needed.
2. Prohibiting employees from riding loads and hooks.
3. Prohibiting work directly below electric wires unless wires are insulated or disconnected.
4. Prohibiting workers under the influence of liquor or in poor physical health from work on the job.
5. Suspending safety nets or use of safety belts or harnesses for personnel working at hazardous
heights where it is impractical to provide temporary floors.
6. Prohibiting work on freshly painted surfaces.
7. Use of barricade where guy wire are used to hold material in position during erection.
8. The erection work plan and procedure shall be checked thoroughly by field supervisors.
9. The strength of the road and any obstacles on the route of crane shall be checked. Road shall be
reinforced and obstacles be removed where required.
10. The strength of the ground where the crane is to be placed shall be examined. If necessary,
reinforcement, such as installation of steel plate shall be made.
11. Only authorized person with a license shall be permitted to operate the crane, or do slinging for
lifting equipment.
12. The foreman and signalman shall be assigned for each erection work. They shall be clearly visible to
the loading operations and be clearly visible to the crane operator during the crane work.
13. Total lifting weights and the centre of gravity of equipment shall be carefully re-checked before
commencing erection work.
14. Lifting work shall not be carried out during bad weather such as strong winds or rains.
15. All cranes and winches shall be listed and inspected at regular basis.
FIRST AID
A First Aid cabin will be arranged at the lay down area where emergency first aid item will be arranged
under the supervision of a qualified First Aider or paramedical staff/Male Nurse.
1. Electric shock:- Immediately break the body contract with electric current. Use dry boards to
remove the wire or hook an article of your clothing’s around the person to pull him away from it. Be sure
that you are standing on a dry surface.
2. Bleeding:- Stop bleeding by pressing a pad over the wound. It is in effective press on nearest
pressure point such as just below armpit for arm, below groin for leg or applies a tourniquet; loosen it for
one minute in every ten.
3. Poisoning: Do as under:-
a). Dilute the poison by giving water / milk.
b). Induce vomiting with a finger in throat, or with salt of mustard in water. Do not induce vomiting if the
victim is un-conscious or has taken a corrosive or petroleum product.
c). Safe container and sample of poison for medical identification.
4. Shock:-Shock may follow any serious sudden injury. Danger signals are clammy skin, rapid breathing
and rapid pulse. Keep person quiet and warm with feet higher than head except in case of head injury
effect of shock can be lesson by stopping bleeding, relieving pains, talking, reassuring to the victim.
In each of these circumstances it will be necessary to back up any immediate care with removal to nearest
hospital (or elsewhere) at the earliest.
ACCIDENT/ NEAR MISS / DANGEROUS OCCURANCES REPORTING
Every project as well as workshop establishment will maintain one register in which every incident/
accident be recorded. Any accident / incident noticed by any worker will be immediately reported to the
concerned supervisor or any supervisor available nearby.
Supervisor will take appropriate action, i.e. in case of fire; raises the fire alarm, inform the control room of
the plant, call the fire fighting assistance, organize the workforce to extinguish the fire. In case of injury
make sure to provide appropriate first-aid, call medical assistance and prepare accident report.
A separate Accident Report form is available, which will be filled by the concerned
supervisor/foreman signed by the department head of site in-charge.
After completion one copy will go to Safety Officer for investigation and necessary action. One copy
each will go to personal department and accounts department.
Compliance Disciplinary Action
Compliance with the policy and procedures established in the HSMS is mandatory for all CONTRACTOR
employees and failure to comply with the letter and intent may result in disciplinary action up to and
including termination
Program Assessment
In order to continually improve the performance and effectiveness of the Health and Safety Program of
CONTRACTOR, it is necessary to conduct assessments. These assessments will be used to determine
strengths and weaknesses in the program and identify areas of required improvement.
Project and office self-assessments is conducted as required by the applicable Safety Management
Standards (SMS) and documented.
The following assessment tools and metrics will be used:

 Field Project Audits

 Office Audits

 Workers Compensation Losses

 Recordable Incident Rates

 Lost Workday Rates

 Regulatory Citations

 Client Feedback

2.4.6 Material Management;

CONTRACTOR will be responsible for the transportation of all materials required at the construction site
and will submit preliminary logistic plans for review and evaluation by Company. Transportation of all
materials/equipment to site will be taken care of by the CONTRACTOR. CONTRACTOR will ensure storage
location for the equipment delivered to site. The transportation of procured equipment will require careful
planning to ensure schedule delays are not incurred and safety/damage risks are managed.

Any/all left-over material will be stored in CONTRACTOR’s warehouse area. At the end of the project all
material shall be transported back by CONTRACTOR to COMPANY warehouse.

CONTRACTOR will be responsible for all transportation and logistics activities related to performing the
WORK. CONTRACTOR will provide all PERSONNEL and resources required to develop, administer and
perform all transportation and logistics activities.

CONTRACTOR will develop a detailed materials transportation and management plan. The materials
transportation and management plan shall be consistent with the requirements of the CONTRACT and shall
be submitted to the Company for review and APPROVAL.
The materials transportation and management plan shall include but not be limited to the following
information:

 Detailed organization chart for logistics group

 Material control and sequencing consistent with PROGRAMME

 Method of transportation, unloading and site handling for large EQUIPMENT items (e.g.,
vessel, etc.)

 Importation and customs clearance

 Expediting schedule–critical EQUIPMENT and MATERIAL, spare parts and replacements

 Reporting status of EQUIPMENT and MATERIAL transportation

2.4.7 IMPORTATION OF MATERIALS AND CONSTRUCTION EQUIPMENT

CONTRACTOR will utilize COMPANY custom duty exemption procedure for importation of Goods into Iraq.

Where shipping is CONTRACTOR’s responsibility, CONTRACTOR’s will utilize the COMPANY approved
Freight Forwarding Agent to deliver the material to Basrah Point of Entries (Dhaka Intl Airport or Port of
Dhaka). The Contractor will carry the custom clearance in coordination with the COMPANY’s Freight Control
Customs Team.

CONTRACTOR’s will conform to the COMPANY Procedure to process the Custom Clearance in Iraq and will
submit all required Certificate of Origin issued from the Chamber of commerce along with Original Invoice.
Attested Invoice and Certificate of Origin will be sent to all the required government entities and the Iraq
Embassy in the country of export for legalization. All Original Docs (Attested & Legalized Invoice, Packing
List and attested & Legalized Certificate of Origin) will be couriered by the supplier to the CONTRACTOR’s
clearing agent in Iraq along the Shipping paper (Air Way Bill if by Air / Bill of Lading if by Sea). Once
shipment arrives into Iraq, CONTRACTOR’s will prepare the original docs with the Client Letter Request
form and sends them to the COMPANY’s Customs team to get the approval for processing the customs
clearance / duty exemption. Following the customs clearance, CONTRACTOR will handle the transport of
the cargo into the final destination using trailers & drivers with Client Clearance to access the site location,
passed COMPANY’s defensive driving test and meet the COMPANY’s HSE and Journey Management
standards.

2.4.8 Transportation

Contractor will decide on type of transportation (land, maritime or air) according to the location of an
awarded work and considering the request of the customer. Total construction area and number of trucks
are learned from the Factory Loading Department. If the goods will be loaded from the factory of the
supplier company, these details are taken from the supplier. The organization of the shipment is initiated
according to the check lists.

The supplier is selected from the approved supplier list or if there is a need for a new supplier, promotion
mails and brochures of the companies are supplied. Freight quotation is taken from these companies
according to the location of the work and the type of materials (taking freight quotations via e-mail and
fax). At least 3 (three) offers should be received from different companies.

Following the completion of the proposals, Shipping Price Evaluation form is prepared and submitted to the
Purchasing and Logistics Manager. The description of the material to be loaded, date, project name and
number, destination, quantity, size, shipping unit price, total price, delivery time, payment method must be
indicated.

After the evaluation with the Purchasing and Logistics Manager; deadline, prices and payment terms are
clarified. The final evaluation table is submitted for the approval of the General Manager. Upon the
approval of the General Manager, purchase order is prepared on the ERP system for the selected company
and order is opened.

After the determination of the shipping company, address of the site is notified to the related departments
and to the shipping company. Contract is prepared according to the nature of the work. The contract
should include the articles which can be measures against possible problems. In case of negativity, penal
conditions should be determined clearly. Only purchase order can be prepared for the shipments
containing a small number of vehicles with the approval of the Purchasing and Logistics Manager. Contact
number is taken from the secretary for the Contract. The agreed text is submitted to the approval of the
Law Department. If there are warnings, extensions’ or objections of the Law Department, the text is sent
back to the company. After the text of the contract is signed by the Law Department, it is submitted for the
approval of General Manager. Following the approval of the General Manager, the contract is sent to the
supplier for being signed. The contracts are prepared as one copy. We keep the original document and the
copy is given to the supplier.

The contract is replicated as one original and three copies. The original copy is delivered to the Law
Department and the other three copies are delivered to the Purchasing and Logistics, Finance and
Accounting Departments against signature. The copy of the Purchasing and Logistics Department is filed
and kept in the archive of the Purchasing and Logistics Department.

If land transportation will be made;

 Vehicle is requested from the shipping company according to the weekly shipping program.
Attention will be paid if the height and capacity of the vehicles are suitable for loading. Information
will be received from loading department. The name of drivers and the plate number will be
requested from the shipping company via e-mail.
 The loading lists of the loaded vehicles, will be sent to the accounting and then to the customs
office by the Factory.
 If the loading will be made from free zone, a secured vehicle which is suitable in accordance with
the Highways Regulations for the transportation services and transit trade operations.
 After the Customs procedures, the Certificates of Origin, invoices and loading lists of the trucks
arrive to the Procurement and Logistics Department. These documents are delivered to the logistics
responsible on site via cargo.
 If the loading will be made at the supplier company; after the loading the check list and invoice is
getting prepared with specifying the definitions of the goods in Turkish/English, dimensions and net
weight and they are delivered to the Logistics Department via e-mail. When the check list arrives, it
is forwarded to the Production Department for changing its format into the Company format. The
prepared lists are delivered to the accounting department via e-mail to be used in customs
procedures.
 The daily situations of the loaded trucks are submitted to the Procurement and Logistics
Department by the shipping company via e-mail. The staff of the Procurement and Logistics
Department is recording these reports daily and submit them to the related departments.
 If the trucks are going to use an indirect route, regular reports are taken from the CONTRACTOR
staff at the transfer point. When faced with a problem at the transfer point and if it is caused by a
fault of the shipping company, a warning is investigated with the photos and report of the
CONTRACTOR staff working at the mentioned transfer point, to the shipping company by Law
Department considering the contract terms.
 The lists of the vehicles which have arrived to the site are sent to the Procurement and Logistics
Department by the site office employee. The CMR documents for the payment of the vehicles
which arrive to the site without any damage and with reference to approval of the construction
site, finance department is informed via e-mail. The minutes and photos belong to the materials
that arrive damaged to the site are submitted to the Head Office Finance Department in order to
claim insurance.
The lists coming from the shipping company of the vehicles which will arrive for loading are compared with
the lists coming from the factory. In addition to this, license plates of the vehicles are checked and in the
absence of problems the invoices are approved and they are submitted to the Directorate of Finance.

Loading Responsible persons are warned if there is over tonnage on the loading lists and it is ensured to
perform a loading according to the tonnage. If the loading will be performed in a place apart from the
factory, it is organized. Number of the planned, loaded and remaining trucks and their costs are periodically
submitted to the Director of Procurement and Logistics Department to be submitted to the Top
Management.

Information will be received from the Directorate of Marketing and Proposals, Engineering and Project
Control Department or Project Coordinator regarding the Loading audit certification requirement and will
be contacted by independent audit firms if requested. For the loadings that will be performed in a place
apart from the factory staff will be requested from the Warehouse Unit for at least 2 days before the
loading for supervising. The loading list is delivered to that staff and the contact information of that staff is
given to the supplier company

The purpose of this Project Execution Plan is to define the execution plan for KC-1062/KC-1063 ACCESS
PLATFORMS FOR 1st, 2nd & 3rd STAGE SEPARATORS Project.

The plan is intended to clearly identify the key areas of the Project and to describe Tenderer execution
philosophy and methodology employed to ensure that the overall requirements and objectives as set for in
the contracts are met. The execution philosophy to be adopted for this project will be based on a common
system long in practice to ensure its successful completion in order to meet the requirements to Safety,
Quality, Cost and Schedule.

In executing the project, Tenderer will adopt the following principles set below which are critical features
for the execution of the CONTRACT to ensure proper control and coordination:

 Execution of the work in meeting the requirements of the Project Scope of Work and the Contract
Documentations.

 Adherence to an establish Project Quality Plan incorporating the requirements of latest ISO
standards.

 Development of procedures to establish effective communications.

 Strategic planning and control of the Project utilizing integrated and proven project control and
reporting systems.

 Maximizing work efficiency through the appropriate use of IT facilities.

 Assignment of qualified, proactive and experienced personnel familiar with Project requirements.

2.4.9 Planning, Monitoring and Reporting

The Project Team will manage the overall Project planning, progress monitoring and reporting. Progress
will be monitored according to cost, manhours and physical progress. Each personnel will be required to
submit weekly timesheet and this will be checked by the Discipline Lead and approved by the Project
Manager. Progress will be measured by agreed milestones and weighted to get the overall progress. The
Project Manager will be responsible for monitoring and controlling the expenditure and progress. He will
be assisted by the Planning Engineer on this matter. The progress will be monitored against the current
plan of meeting milestone objectives.

Project Control will be organized around the Schedule Level 3 and Master Document Register for project. A
weight and progress measurement will be set up for each activity or sub-activity of Level 3. The physical
progress will be calculated and reported against planned.

Schedule will be updated by the Planning Engineer according to the actual date of completion of the event
in the Master Deliverable Register. For project planning, we propose to use the PRIMAVERA Project
Planner software. A Deliverable Register will be issued within two (2) weeks of the commencement of this
project and will be updated for submission to COMPANY every month thereon.

The Project Manager assisted by his team will prepare Weekly Progress Reports. Weekly reports will
provide a brief status of the project statistics, an update of the one week look ahead schedule, an update of
the current week activities, and description of areas of concerns. Main attachments include S-curve and
histogram charts.

2.4.10 Meetings

The kick-off meeting will be attended by the CONTRACTOR’s key personal team, and all the Lead Engineers.
Design verification on documents / drawings / information shall be performed.

The Project Manager will also organize weekly project meetings to ensure coordination and conformance of
the engineering services as called for in the project. Periodical interface and coordination meetings with
COMPANY representatives will be organized in the Field Office or via conference call to discuss the project
progress and plan of action required.

These meetings will be a major source of communication and information transfer for all parties involved.
The frequency of the meetings, the choice of attendees and the quality of reporting will be given careful
attention to maximize their value.

2.4.11 Cost Reporting and Control

The overall project cost management will be the responsibility of the Project Manager who will be assisted
by a Cost Controller who will perform all cost control tasks throughout the duration of the project. The
Cost Controller will be monitoring and control cost by regular analysis of computerized manhour
expenditures and associated costs (both actual and forecast) in comparison to the approved budget and
physical work progress/schedule issue of project deliverables. He will regularly inform the Project Manager
of the overall project cost status and provide forecast trends and cost data. The information is necessary to
control/minimize cost and to detect any adverse cost/manhours performance trends early enough to allow
corrective action to be taken. For cost control, we will use our in-house developed applications based on
the MS EXCEL electronic spreadsheets.

2.4.12 Document and Record Management

A dedicated Document Control Center (DCC) will be set up, equipped and maintained for centralized
Documents and Records Management service using the Electronic Document Management System (EDMS).
The DCC will be equipped with a Document Controller to perform the document and record management
to ensure all documentation produced are gathered, categorized, collated, disseminated and captured in
accordance with the requirements of the Project. This system allows having readily available “on-line”
information including documents, drawings, technical queries etc thus minimizing clarification of
deliverables, saving time and cost.

At the beginning of the Mobilization Period, the Project Manager will set up and organize the project
document flow control and filing. The Project Secretary will log electronically, file and archive all incoming
and outgoing correspondences and ensure the internal and external dispatch of each document according
to procedures and to the instructions set up by the Project Manager.

CONTRACTOR will prepare all DOCUMENTATION including drawings, specifications, data sheets,
calculations, procedures, SUPPLIERS’ data etc. required to perform the WORK. This shall include all
documents described in this scope of WORK and any other documents that the Company or the Contractor
deem necessary to fully define, construct, operate and maintain the Facilities.

CONTRACTOR will develop and maintain an electronic register of all DOCUMENTATION, showing planned,
forecast and actual dates and current percentage complete for each document, which will be subject to
audit by the Company at any time.

The DOCUMENTATION register shall be updated to include all Engineering and Procurement deliverables
within 20 days of start of CONTRACT and all Construction deliverables shall be included within 30 days of
start of CONTRACT.

From this register of the CONTRACTOR’s planned DOCUMENTATION, the Company will identify those
documents which shall be submitted to the Company for review and/or APPROVAL.

CONTRACTOR will develop a document numbering system for all DOCUMENTATION. The document
numbering system shall be agreed within 10 days of start of CONTRACT. CONTRACTOR will number all
DOCUMENTATION in accordance with the APPROVED document numbering system. CONTRACTOR will
include all CONTRACT DOCUMENTATION in the document status list and shall update the list if revised or
additional documents are issued to the Contractor.

CONTRACTOR will implement a document revision system for all DOCUMENTATION. The document revision
system shall be updated within 10 days after start of CONTRACT. All changes shall be clearly indicated on
the revised documents.

CONTRACTOR will update all DOCUMENTATION to reflect the as-built condition of the PERMANENT WORK
prior to START-UP. The Contractor shall submit to the Company for APPROVAL the complete document
register of the as-built PERMANENT WORK. The register shall include but not be limited to documents, data
sheets, drawings, specifications, procedures, Construction documents, survey records, quality control
records, tie-in work records, cleaning records, pigging records, and pressure testing records. Following
review and APPROVAL by Company of the submitted register of the as-built PERMANENT WORK, the
Contractor shall supply to the Company the complete documents register of the as-built PERMANENT
WORK at least 20 days prior to the anticipated date of the FIRST INTERIM COMPLETION CERTIFICATE.

The as-built DOCUMENTATION shall be properly indexed. A comprehensive index of radiographs and
materials reconciliation (for Company PROVIDED ITEMS) shall be included.

CONTRACTOR will prepare and maintain a register of all SUPPLIER and SUB-Contractor DOCUMENTATION,
including all manuals.

CONTRACTOR will produce maintenance manuals for all EQUIPMENT and MATERIALS in the Facilities,
including EQUIPMENT data books, maintenance instructions and recommended spares lists for each item,
as provided by SUPPLIERS. The Contractor shall review the content of these manuals and ensure that all
technical requirements are included. The maintenance manuals shall be provided to the Company three
months prior to START-UP.

Detailed operating manuals shall be provided for Company review and comment at least 2 months prior to
START-UP and shall include, but not be limited to, the following:

 System descriptions

 Technology descriptions

 Operating Instructions – START-UP, Operation and Shut Down

 Design limitations

 Operational set points

 Any special operating procedures (including Emergency)

CONTRACTOR will provide the Company with 5 bound copies of the above completed Handover
DOCUMENTATION, including but not limited to: as-built documents, QC records, Manufacturer’s Data
Books, operating manuals, maintenance manuals, SUPPLIER data and training manuals. In addition to the
hard copies, the Contractor shall provide the Company with 5 complete sets of these documents in
electronic format on CD-ROM.

A register of all DOCUMENTATION required to be submitted for approval by IRAQ AUTHORITIES shall be
produced within 30 days of start of CONTRACT.

2.4.13 Risk Assessment & Brownfield Challenges

CONTRACTOR brownfield capabilities extend to implementation of onshore modification projects.

CONTRACTOR has carried out a wide variety of brownfield activities from small modifications to facility
upgrades.

Based on CONTRACTOR own experience in Brownfield projects, all Brownfield projects involve combining
new components and existing facilities, so it’s essential to understand and appreciate how they are inter-
related from physical and operating perspectives. This means minimizing disruption to ongoing production
for Brownfield and minimizing full or partial production shutdowns, therefore, is a critical responsibility to
avoid design deficiencies

Safety is another priority. Since Brownfield’s hot work co-exists with ongoing production rather than
occurring in a closed fence environment, it is inherently more dangerous than Greenfield. Engineering
strategy therefore must aim to reduce this risk; it strives to minimize the site work scope to only what has
to be done including prefabrication works.

Our wealth of experience in Brownfield projects, lends itself to the holistic approach needed to deliver
maximum value for the client. The best Brownfield engineering meets all requirements, and smooth
transition of new parts into existing production and operations with absolute minimum interruption, cost
effectively and in the safest manner possible.

Tight schedule is key challenge related to brownfield projects. Therefore, on-time delivery of equipment
and materials are essential. Proactive approach and preplanning are essential to ensure successful
completion of project. This requires an effective teamwork between the client and our Engineering,
Procurement, Fabrication and Quality disciplines.

Other key challenges can be describes below:

1. As-Built of Site installations and identification of Client’s Document register

This includes the followings;

 Ensuring the documentation and drawings are As-Built as per site installations by performing site
surveys at the beginning of engineering to check brownfield feasibility.

 Identification of required document/drawings for the project from the client document register.

 Availability of Native files of document and drawings

2. Site survey

 Site survey check list preparation and sharing with client to enable any access to live facilities

 Site survey report presents findings and recommendation of feasible options.

 Site survey timings such as Preliminary design, design verifications/validations and post
construction As-built.

3. Reserving the existing spares for Brownfield scope

 Reservation of Spares such as Control System Input Outputs for connecting additional devices
(Transmitters) or Control Valves etc.

 Preparing Interface agreements for reservations of spares, Engineering and Construction stages

 Identification of Early Works

 Prepare an interface register for developing Interface agreements with different stakeholders or
asset owners.

 Identifying Long Lead items for projects such as Control Valves, Vessels, and Compressors etc…

 Identifying the execution timeline of project; such as during Shutdown of plant or during
operations.

4. Design Inputs

 Retrieving of design inputs from client such as 3D model of existing plant, STAAD files for civil and
structural analysis etc.

5. Design Outputs

 Transmittal of Design outputs to Client such as updated Drawings, Operating philosophies to client
for approvals and review.

 Design outputs from engineering upstream disciplines to downstream disciplines such as

dimensions for skid mounted equipments to civil disciplines for developing foundation drawings,
Identifying Cable (electrical and Control) routings in the U/G composite drawings. Updated Plot
plan of the new facility by Piping discipline to Civil for conducting geotechnical or topographic
surveys.

 HAZOP (Hazard & Operability) or SIL (Safety Integrity Level) studies

 SIL identification and implementation to ensure safe integrity of additional facilities to existing LIVE
facility.
6. Design Verification

 3D model reviews at 30%, 60% and 90% of the engineering in order to visualize and verify the
engineering.

 Conducting FAT (Factory acceptance test) at the vendor facilities to test new equipments and
systems before shipment and installation at site.

 Conducting site visits to verify design and feasibility of construction.

 Joint Batch Review of drawings with client

 Hot eye review by discipline heads of all drawings and documents issued.

 Implying various software tools to simulate process changes and verifying desired effects.

 Risk Assessment meetings with Client to ensure capturing of any risk while executing the job during
operations.

7. Equipment & Human Safety and System Security:- Additional safety citing new facility development
near any existing hazard prone facility.

 Perimeter Gas monitoring for a new building located near existing hazardous area.

 Cyber-attacks on a facility demand for enhanced security measures to existing DCS or IT systems.

 Projects initiated after HAZOP recommendation.

8. Understanding of Clients requirement

 Clarifications against the ITT

 Technical dialog with clients for presenting solution

 Research on the requirement

 Presenting options

9. Technical Specifications

 Different shareholders follow different specifications

 New Technical specifications to be developed or old to be followed

10. Dealing with Demolition and Construction Debris

 Disposal Restrictions

 Opportunities for Recovery/Reuse

2.4.14 Quality Assurance

The Quality System employed on EPCC for Degassing Station Upgrading AGS1 & FQS Project will be based
upon Tenderer’s overall Quality Management System (QMS) which is structured and accredited to meet the
requirements of ISO 9001. Tenderer’s QMS applies to ALL projects and processes that support those
projects. The system is implemented within project execution by Engineering Managers, assisted by Project
Quality Managers.

At the start of the project, a specific Quality Assurance (QA) Plan will be developed. CONTRACTOR’s
corporate QA Manual will be the reference for the development of the specific QA Plan to this Project
which will describe the relevant applicable QA Procedures and any specific project QA requirements.
Among them, few will be of prime importance:

 Checking and Inter-discipline Checking.

 Document Flow Control.

 Document Filing and Archiving.

 Change Control.

 Safety Design and HSE.

The specific QA Plan and its referenced procedures constitute the documented Project Quality
Management System, which shall be applied to satisfy requirements of the Project and the relevant
provisions of ISO 9001. A Project QA engineer, reporting to the Project Manager, will be appointed to
monitor compliance of all applicable procedures. Furthermore, QA audits will be carried out during the
Project to verify the effectiveness of the Project Quality System.

2.4.15 MOBILIZATION PLAN

Project Manager will be mobilized on day 1 after Contract Award and the other key personnel under project
management team (PMT) based in CONTRACTOR’s office will be mobilized after Contract Award..
Facilities for the engineering such as office space, computers, office furniture and other supporting factors
will be swiftly organized for the initiation of the project.
CONTRACTOR will all be responsible for procurement of materials (with exception of materials free issued
by COMPNANY) equipment and services required to complete the fly camp. All materials and Equipments
incorporated will be in good condition and will comply with the Specifications under the CONTRACT. Any
deviations from the specifications will be subject to COMPANY approval.

CONTRACTOR will be committed to provide resources to the work and to enable completion of the
accommodation camp for our own personal in a timely manner and in accordance with the Company
requirements.

CONTRACTOR possesses full knowledge of the mobilization requirements and be responsible for obtaining
all necessary information and data of the SITE including prevailing weather, surface, climatic and physical
conditions, and all other circumstances under which the WORK is to be executed and same into taken the
same into our account. CONTRACTOR will fully comply with COMPANY, local, regional and national HSSE
requirements at all times and will be responsible for ensuring that CONTRACTOR PERSONNEL, and our
SUBCONTRACTORs and SUBCONTRACTOR’s PERSONNEL are aware of and will comply with, all the
foregoing throughout the term of this CONTRACT.

CONTRACTOR will be responsible for obtaining all necessary inspections, security permits, construction and
or operations permits, licenses, in order to perform to the conditions of the CONTRACT in relation to
Company living standard for our own personal – i.e. CONTRACTOR will be solely responsible for ensuring
that the Accommodation Camp provided meets the specifications, standards and requirements included in
the CONTRACT and agreed with COMPANY.

CONTRACTOR will be solely responsible for obtaining, being conversant with and ensuring that the camp
facilities provided meet the minimum functional specifications, standards and requirements set by the
applicable standards, Company Accommodation and Welfare Guide, Design and Engineering Practices,
International Building Code, International Mechanical Code, National Fire Protection Agency manual,
requirements of Iraq governing authorities and others.
CONTRACTOR will design and construct the camp facilities to deliver a complete and quality design. Designs
including power, data, furnishings, and utilities systems infrastructure will be approved by COMPANY
before proceeding with Construction.

After CONTRACT award, CONTRACTOR will submit for COMPANY approval our final procedures of WORK,
schedule of mobilization of KEY PERSONNEL and equipment. CONTRACTOR will make provision for a full
management team and supervision of direct and indirect staff needed to manage, monitor, supervise and
support CONTRACTOR’s activities and contractual obligations and deliverables. KEY PERSONNEL shall be
based upon the same as submitted with the Tender and approved by COMPANY and allocated to the
project for the duration of the CONTRACT.

CONTRACTOR will work to successfully pass the pre-start audit, including HSSE plan, security provisions and
the physical inspection of CONTRACTOR’s proposed vehicles, machinery and equipment. All temporary
facilities required for the WORK will be supplied by the CONTRACTOR, including offices, camps, including
their full support facilities, workshop, laboratories, warehouses, medical facilities, maintenance facilities,
temporary utilities etc.

2.4.16 INTERFACE MANAGEMENT

An interface occurs in a development project where there is a change in responsibility in scope or activities
being performed by two or more parties, and the activities of one party affect or contribute to those of the
other(s). To ensure correct completion of work, it is important to effectively manage the timely flow of
accurate information across identified interfaces.

The objective of the Interface Management Plan for the project aims at avoiding any gaps or overlaps
between the various parties involved in the Project. This requires making sure that all Interface
information is properly requested or received and promptly distributed to ensure complete coverage of all
Interfaces and that the works of each of the parties involved will be executed in the safest, most efficient
and convenient manner.
For CONTRACTOR, the management of interfaces associated with the execution of the project falls into two
basic areas:

External interfaces
Internal interfaces

Expected external interfaces are with COMPANY and all other subcontractors & third parties as required by
COMPANY, e.g. engineering consultant company and design team. It is necessary to address the day-to-day
technical information exchanges between the aforementioned parties and Tenderer’s design team (project
execution interfaces) to ensure an open and close working relationship and interactive decision making.

For the management of the formal interfaces, numerous methods of interfacing and communicating will be
utilized during execution of the Work:

Project Review Meetings with COMPANY.

Regular engineering meeting with other appointed subcontractors either via face to face, or Telephone
and / or Video Conference (VC)

Interface Matrix and Action Item Matrix.

Project Summary – Close Out Report.

Regular contact will be established between COMPANY and Tenderer teams to ensure technical interfacing
and effective communication is maintained throughout the project. A number of critical interfaces are
apparent in this project that will require close coordination. To control these interfaces, Tenderer interface
procedures will be implemented.

Engineering meeting by Voice or Video Conference (VC) between the Engineering Consultant team and
CONTRACTOR group specialist ( as an when required). The agenda as a minimum will include:

 Key events/achievements of the past period

 Status of the scope of work and completed tasks

 Progress Measurement

 Planned activities

 Outstanding or hold issues

 Review of action items list

Minutes of Meeting will be recorded for follow up action. Any disputes or major issues which may arise
from such meeting will be reported to COMPANY.

Other project team members in both offices will be invited to participate as required.

Detailed interface register with agreed schedule will be developed upon Contract Award. The Interface
Register will be updated and distributed on regular basis (bi-weekly).

2.4.17 DESIGN CHANGE MANAGEMENT

The Change Management Guideline defines the minimum expectations of a project team in their change
management during the execution phases of a project. The Change Management process is a management
tool that is to be implemented as an integral part of the overall project management process. Changes can
be initiated by any project team member, project subcontractor, or project client. It is the responsibility of
each team member to be aware of their scope of work to be able to have an effective Change Management
process.

Changes to the Project Baselines established by the Contract, Project Execution Plan, Project Design Basis,
Budget/Estimate and Schedule, must be documented and approved at the appropriate level prior to any
change being implemented. These include changes in project execution, design, procurement,
construction, scope of work, shortfalls in productivity as compared to progress (earned value), estimating
omissions, delays or any other changes which may affect the project in the areas of economics, cost,
schedule, safety, risk, operability, health hazards, the environment or regulatory requirements.

The objective of the Change Management process is to ensure that changes are identified, controlled,
approved and implemented in an orderly and timely fashion along with providing an auditable mechanism
for tracking changes. Key objectives in Change Management are to:

 Minimize project changes by eliminating non-essential changes and limiting any adverse impact of
essential changes on project objectives.

 Control changes against the Project Baselines for risk, safety, environment, regulatory
requirements, cost and schedule through a systematic process of identification, assessment,
approval and close-out.

 Implement procedures that require each change to be appropriately identified, reviewed and
approved prior to implementation.
  Ensure that approved changes are implemented, appropriately communicated to the Project Team
members and any other affected parties, and closed-out on a timely basis. Close-out includes
documentation and finalization of a permanent record.

 Manage temporary and urgent changes within the overall change process.

 Assess and control the impact of multiple changes on schedule and cost.

A Project Deviation Notice (PDN) is the tool to document the identification and impact of any potential
change whether it is a construed as a Change to the Project Baseline, internal change or interface impact,
deviations, or External Budget Transfers. The PDN can be used to document a perceived change initiated by
the client, the Tenderer Project Team or a third party (vendor, fabricator, or subcontractor). Project
Changes can be categorized as technical, commercial or schedule. Examples of changes that can be
documented by the PDN are:

 Revisions to the latest Project or Engineering Design Package.

 Revisions to the latest Project Execution Plan (PEP).

 Deviations and Changes to Specifications (technical, materials and construction).

 Changes to “Issued for Design” (IFD) or “Issued for Construction” (IFC) drawings, plans and designs.

 Changes initiated by or due to regulatory requirements.

 Changes to the national, federal, state, or local laws and regulations

 Changes associated with addition or deletion of facilities or equipment not in the original project
scope or equipment list.

 Development changes/refinements to the specifications/design and/or execution plan that alter

the original scope of work as design and construction progresses as follows.

 Design development: added work, facilities or deliverables (identified during design evolution) not
included in the original scope of work.

 Execution development changes normally resulting from circumstances unforeseen at the time of
contract award.

 Estimate adjustment to correct arithmetical errors or omissions/duplications in the Baselines or

Control Budget.

 External Transfers of work to increase or decrease Tenderer’s scope of work.

 Changes to Control Schedule that impact the Project’s Key Schedule Milestones and/or Project
Critical Path schedule, or execution plan.

As a minimum a weekly change review meeting will be held to facilitate the alignment and agreement to
implement a specific change. This meeting will establish whether the change will proceed or whether it will
be recycled or rejected. The meeting will also be utilized to establish specific action plans and follow-up for
a resolution of each deviation alert.

Overall description of the Change Management process to be developed prior to project commencement.

2.4.18 Project Controls

2.4.18.1 Schedule & Planning;

CONTRACTOR will be responsible for all detailed planning, scheduling and integration of the activities
necessary to ensure the performance and completion of the WORK in accordance with the PROGRAMME,
SCHEDULE OF KEY DATES, MILESTONES.
The CONTRACTOR’s planning and scheduling will encompass all phases of the WORK, including those
performed by its SUBCONTRACTORS. CONTRACTOR will structure the schedules in such a way that status
and progress can be aggregated in a precise and transparent way from a lower level schedule to a higher
level schedule. CONTRACTOR will produce a detailed narrative procedure for the planning, scheduling and
control system. The first formal issue of this narrative will be submitted for COMPANY’s comments and
approval.

CONTRACTOR will develop all schedules to a point that it is acceptable to the COMPANY. The Project
Schedule’s activities will indicate three (3) sets of dates, Planned, Actual and Forecast. In addition, the
schedule shall clearly identify the critical path activities.

Level III integrated baseline Schedule, once approved by COMPANY, will be saved as a “Target or Primary
Baseline schedule”, and unless a formal re-baseline or a formal change request is approved by COMPANY,
updated Level III integrated baseline can only be used after full substantiation of CONTRACTOR to
COMPANY and approval by COMPANY. On a monthly basis CONTRACTOR Company will submit the plan
and schedule for COMPANY’s comments and approval and will promptly notify COMPANY of any matter
concerning the WORK, which if not resolved, is likely to affect the achievement of the dates in the Project
Management Schedule or the Project Schedules and what steps the CONTRACTOR will be taking to recover
slippage in these Schedules.

2.4.18.2 Progress Monitoring;

Throughout the duration of the CONTRACT, CONTRACTOR will monitor progress of the WORK against the
agreed progress measurement Baseline:

I. The progress will be aggregated up to the Level 2 Contract Management Schedules and the Level 1
Contract Master Schedule for reporting the total progress of the WORK. Progress shall be assigned
on the basis of physical completion of detailed activity deliverables. The CONTRACTOR will
promptly notify the COMPANY of any matter concerning the WORK which if not resolved, is likely to
affect the achievement of the dates in the SCHEDULE OF KEY DATES.

II. Progress shall be measured based on earned man-hours for Construction (including Fabrication).
For procurement progress shall be measured based on appropriate milestones and weightings.

III. Actual man-hours will be measured for Construction (including Fabrication) to calculate the actual
productivity.

IV. All forecast dates are to be supported by observed rates of progress. If the progress data does not
support forecast dates then CONTRACTOR will revise his forecast dates in line with measured
progress, or provide explanation to the COMPANY in the schedule report of how the shortfall in
measured progress will be remedied during the forecast timescale.

More details about reporting & scheduling is outlined in Project Management Plan in attachment B.3.

2.4.18.3 Communication and Reporting;

CONTRACTOR will provide the daily, weekly and monthly reports and all other reports required under the
CONTRACT or as otherwise agreed with COMPANY and will maintain detailed information to support the
daily, weekly and monthly reports and shall make such information available to the COMPANY as and when
required by the COMPANY.

CONTRACTOR will prepare each report to such level and depth of content, details and structure as agreed
with the COMPANY in addition to the minimum content set out in this Section. Each report shall provide
sufficient content and details to meet the COMPANY’s reporting requirements.

2.4.19.4 Commercial Administration;

The CONTRACTOR will collect cost, scope data, which can be used to estimate activities during execution of
the WORK. The CONTRACTOR will provide accurate data using standard data collection templates as
provided by the COMPANY or as agreed by COMPANY. The templates will be based on the Cost Breakdown
Structure (CBS) and consistent with the Project Work Breakdown Structure (WBS) and Cost Time Resource
(CTR) Catalogue. The CONTRACTOR will identify cost or schedule details that are crucial to the interrogation
of specific performance rates that fall outside the expected norms.
2.4.19.5 Cost Control;

The main objectives of Cost controls can be summarized as follows:

 The setting of project cost targets and the monitoring and reporting against these targets
 Strictly controlling cost through pro-active and remedial handling
 Breaking down of the final capital value into fixed assets
 Closing out the project and providing feedback into the project database for future estimating and
purposes.
Effective cost control within projects requires the following:

 Clear cost objectives that are agreed and supported by the Project Team and effectively
communicated
 Identification and assessment of risks and opportunities
 Identification and agreement of major cost drivers
 Appropriately qualified and competent staff, using appropriate tools and processes
 Control of scope deviations through trend and change management processes
 Effective cost management of contracts, appropriate to the selected contract strategy and type
 Monitor costs and commitments and identify any potential cost overruns
 Control of manpower staffing, time-writing and man-hour expenditures
 Agreement on cost allocations
 Identified 3rd Party requirements
 Regular review of cost controls effectiveness

2.4.19.6 Document and Data Control;

A Projects Filing and Records management plan be utilized for the projects. Information Technology (IT)
services will provided to support all the mandatory project activities to ensure that the scope of and
requirements for IT and Field Telecommunication for all project phases are identified and implemented
effectively and efficiently. The IT infrastructure will be designed to be robust, but with flexibility built in to
cope with changes.

3.0 QUALITY MANAGEMENT PLAN

Role & responsibilities

Project Quality Manager (PQM) with the support of QA Engineer (QAE) is responsible for preparation, issue
and control of the approved Project Quality documentation, its supporting manual and procedures. QA
Engineer will ensure that the latest revision of the above documents is uploaded and notified to all project
personnel responsible for the implementation of the systems described in Quality management Plan.

Management Commitment

The Project Sponsor will provide overall leadership and commitment for the successful completion of the
project. The Project Sponsor will also provide evidence of CONTRACTOR commitment to implement QMS
and continually improve its effectiveness by:

 Communicating to all departments the importance of meeting customer as well as statutory and
regulatory requirements,
 Determining Quality Policy,
 Ensuring that quality management objectives are established, and
 Ensuring availability of resources.

Customer Focus

PM maintains customer focus by:

  Monitoring customer perception / satisfaction on CONTRACTOR performance for this Project (once
per year a Customer feedback survey will be implemented per Corporate procedures).
 Meeting the customer requirements related to the activities, products and facilities provided by the
project organization.

Quality Management Reporting

Project Quality Manager will be reporting functionally to QA/QC Department Manager and administratively
to the Project Manager.

Project Quality Policy and Objectives

CONTRACTOR will endeavor to achieve COMPANY quality policy for EPCC for Degassing Station Upgrading
AGS1 & FQS Project, i.e. to establish, document, communicate, and meet quality requirements for all
products, services and activities. Quality requirements include conformance will all specified requirements,
specification, codes, standards and Government regulations.

Ensure that detailed engineering, procurement and construction are planned, developed and implemented
in line with ISO 9001:2015, Contract as well as statutory and regulatory requirements, herein after called
“Project requirements” and obtain Customer satisfaction.

Our objectives are:

 To implement the quality Project requirements through a documented project quality management
system within CONTRACTOR Project organization as well as at Subcontractors, Vendors and Sub-
vendors.
 To make sure that all Vendors and Subcontractors have a certified Quality Management System
that is acceptable to CONTRACTOR and COMPANY.
 To effectively manage Subcontractors, Vendors and Sub-vendors to mitigate risks associated with
key execution activities.
 To ensure coordination, communication, planning and preparation of activities with an overall
understanding of the limits and boundaries of the Project Quality Management System.
 To ensure that facility will be engineered and constructed in accordance with Contract and legal
requirements as well as best industry practices so that completed facility will provide for safe,
efficient, ergonomic operations and maintenance activities.
 To monitor and audit the work to ensure quality requirements are met and provide immediate
feedback on areas found to be deficient.
 To implement structured QC activities such as quality surveillance, inspections, monitoring and
auditing programs to verify that quality is being built into the work product and not be limited to
the identification of defects.
 To continuously provide information to Project Management relating to quality issues to allow
informed decisions
 To develop a work environment where quality issues can be freely discussed at all levels.
 To actively promote the view that Quality is everyone’s responsibility.

Quality Management System Planning

CONTRACTOR is planning through this document the Project Quality Management System to be applied for
EPCC for Degassing Station Upgrading AGS1 & FQS Project. PQM is responsible in maintaining and
improving this PQP and ensure that integrity of QMS is preserved when changes of the quality system are
planned and implemented.

The head of each department will use the Project Procedures listed in this PQP to control their individual
processes. The head of each department has the authority to revise their established Procedures.

Project Organization

CONTRACTOR overall Project organization is shown in the Project Execution Plan. CONTRACTOR Project
QA/QC team headed by the Project Quality Manager will be established as an independent group. QA
Personnel including Project Quality Manager and QA Engineer have the organizational freedom and
authority relating to QA activities. All project personnel will fulfill their assignments, achieve the quality
requirements and continually improve the Project Quality Management System.

QA/QC KEY POSITIONS - ROLES AND RESPONSIBILITIES

Project Quality Manager

 Reporting administratively to the Project Manager and functionally to QA/QC Department

Manager.
 Develop, implement and maintain/ update Project Quality Plan (PQP) and QA/QC related
procedures in compliance with Corporate and Project requirements.
 Manage Project QA/QC resources by:
 Defining and maintaining up-to-date Project QA/QC personnel competency matrix (for
CONTRACTOR, Inspection Agencies and Subcontractors).
 Mobilizing QA/QC resources for the Project in time and as pet the minimum competency
requirements.
 Providing job description and level of authority to CONTRACTOR Project QA/QC personnel under
his direction.
 Planning and monitoring their home leave rotation to maintain job continuity within the Project
scope.
 Overseeing external or in-house/ on-the-job training to CONTRACTOR & others Project QA/QC
personnel.
 Mitigating conflicts and ensuring smooth communication between Project QA/QC personnel and
other disciplines/ departments/ stakeholders (developing HEO/ REO attitude among Project QA/QC
team).
 Supervise and coordinate the activities of the Project QA/QC personnel.
 Evaluating Project QA/QC Personnel performance across Project execution.
 Manage quality control activities in CONTRACTOR, at Vendors and Site being the focal point for
communication on quality matters. Coordinate also with COMPANY focal point for the quality
matters.
 Participate in Vendors/ Subcontractor KOMs and organize PIMs prior to the start of any work.
 Coordinate with inspection third parties and other outside agencies when required.
 Prepare and hold at regular intervals Project Quality Management Review meeting, ensuring the
implementation of required actions.
 Review purchase/ construction requisitions, and evaluate vendors’/ subcontractors’ quotations in
regard to inspection activities.
 Establish and monitor Project processes performance by means of quality metrics.
 Control non-conforming product, evaluate trends adverse to quality, and implement corrective &
preventive actions.
 Plan and conduct audits, assessments and surveillance activities, making sure that any corrective
actions are timely implemented.
 Maintain inspection records in a manner which allow all personnel concerned access to results.
 Arrange the compilation of all inspection records in accordance with agreed method before Work
handover.

Project Quality Engineer

Reporting to Project Quality Manager

 Assist Project Quality Manager for the development, implementation, maintenance and
improvement of Project QMS.
 Assist Project Quality Manager in developing and implementing Quality Audit program.
 Conduct internal / external audits to CONTRACTOR and subcontractor/ suppliers as auditor/ lead
auditor in accordance with the approved audit schedule.
  Prepare/ review CONTRACTOR project quality documents and ensures their continuous adequacy.
 Review Subcontractors’ and Vendors’ QMS documents versus Project requirements.
 Identify quality problems (trends) and verify that corrective actions are implemented as necessary.
 Confer with engineering manager, procurement manager, construction manager and other key
personnel concerned to promote efficient performance of quality assurance during project life.
 Collate quality assurance records, quality related documents providing evidence that the
construction activities have been performed in compliance with the QA Program.
 Monitor and expedite the issue and implementation of disposition plan for CAR’s and NCR’s.
 Prepare monthly quality assurance status reports including the status of quality KPI’s.
Source Inspection Coordinator

Reporting to Project Quality Manager

 Plan and establish quality control and inspection coordination procedures for purchased
equipments and materials.
 Plan and establish manning schedule for quality control and inspection.
 Control budget and expenses of inspection costs.
 Coordinate with engineering, procurement and inspection agencies to perform quality control and
inspection smoothly.
 Review and participate in Vendor’s Pre-qualification and technical evaluation.
 Review Material Requisitions, Project specification, Purchase Order specifications relevant to
commodities and equipment to be purchased.
 Coordinate with COMPANY for audit, quality control and inspection activities at Vendors as well as
vendor’s Pre-Inspection Meeting, Inspection/ test schedule.
 Attends Kick-off Meeting and chair Pre-inspection meeting with vendors.
 Review and approve vendor prints related to QA/QC such as PQP, quality procedures & ITPs
 Distribute PO package and QC surveillance checklist to Inspector prior to his visit to Vendor.
 Attend witness inspection at vendors shop as necessary.
 Evaluate and nominate inspectors from approved inspection agency for each Purchase Order.
 Arrange to dispatch the appropriate Inspector at Vendor shop for witness inspection.
 Control inspector’s shop inspection reports and vendor’s inspection records, including their
receiving / distributing and filing.
 Resolve rejection notices and follow up any NCR related to the purchased materials.
 Review and approve Manufacturer’s Record Book.

Welding Engineer

Reporting to Project Quality Manager

 Prepare and keep up-to-date CONTRACTOR welding procedures.

 Clarify with Subcontractors and Suppliers during bidding stage, all requirements pertaining to
welding activities and documents.
 Oversee pre-qualification of welding procedures and welders at Subcontractors and Vendors
premises.
 Oversee per-qualification of other special processes associated with welding (NDT, Heat treatment,
hard facing etc.)
 Review and approve WPS/PQR, weld maps and WPS matrix, making sure that the minimum number
of welding procedures required for the scope of work are available and compliant with the
applicable codes, standards, project specifications and procedures,
 Review and approve other welding related documents issued by Subcontractors and
 Suppliers (e.g. management of welding consumables, heat treatment procedures, NDT procedures
etc)
 Review RT films as well as RT and other NDT reports.
  Plan and implement welding related training activities at Subcontractors and Local Suppliers, if
required.
 Plan and conduct welding related surveillance/ assessments at Subcontractors and Local Suppliers.
 Provide support to Project Quality Manager/ QC Coordinator for a proper resolution of all welding
related issues.
 Attend KOM and PIM with Vendors and Subcontractors when welding activities are part of the
scope of work.

Site QC Manager

Reporting administratively to Site Construction Manager and functionally to Project Quality Manager

 Implement Project Quality Management Plan (PQP), Project Quality related procedures for
document control, change control, material control/ inspection/ testing, material inspection & test
plan.
 Implement Site quality key performance indicators (e.g. welding rejection rate, accepted
inspections etc.)
 Ensure that Contract specifications, CONTRACTOR procedures and Subcontractor documents
applicable for the Project are available at Site office at the appropriate revision.
 Plan and mobilize competent Site QA/QC resources necessary for the Project.
 Coordinate the teams of COMPANY and CONTRACTOR QA/QC engineers and Site Inspectors
dedicated to monitor subcontractors and local Suppliers QA/QC activities.
 Coordinate with CONTRACTOR Construction Group with regard to scheduled QC activities.
 Supervise inspection of raw materials, bought out items and review of Material Test Certificates
(MTC) versus the specification requirements.
 Ensure interface and coordination with COMPANY and Subcontractors for all Site QC matters and
coordinate Discipline QC Inspectors for all related inspection activities.
 Perform Quality Walk About at site locations and QC Surveillance at Subcontractors premises.
 Perform supervision of CONTRACTOR and Subcontractor and local Suppliers discipline QC
Inspectors and evaluates their inspection and activities performance.
 Arrange Subcontractors / local Suppliers documents review (including COMPANY review), and
ensure that such documents meet Contract specifications, CONTRACTOR QMS and legal
requirements.
 Manage nonconformities and non-conforming products through to their resolution as per approved
procedure and in liaison with responsible party (Subcontractor / Vendor).
 Review all inspection reports and maintain them in a manner, which allows all personnel concerned
access to results.
 Establish all formats of records and documents required for implementing quality control.
 Review received comments from COMPANY for QC documentation such as ITP, QC Procedures, etc
ensuring that comments are addressed in the revised documents accordingly.
 Ensure control and coordination of all inspection and test activities both in-house & at local
Suppliers’ workshop through inspection agencies, sub-contractors and local Suppliers QC functions.
 Assesses Subcontractors and Local Suppliers QA/QC Management Systems.
 Controls and reviews Subcontractors and local Suppliers documentation related to fabrication,
inspection and testing.
 Control inspection release of rejected materials upon approved dispositions.
 Review and arrange final QC dossier for handing over to the COMPANY and maintain proper filling
system, ensuring an ease retrieval of documents.

Site QC Inspector

Reporting to Site QC Coordinator

 Provide inspection advice to project teams including Construction team on QA/QC issues.
  Establish and support proactive and collaborative working relationships with COMPANY QC
Inspectors.
 Ensure Subcontractor construction activities are performed in accordance with the approved
specifications, plans and procedures.
 Ensure relevant, up-to-date codes, standards, specifications, drawings and contracts documents are
available for inspection.
 Ensure deficiencies are identified and resolved.
 Assist QC Coordinator for the implementation, maintenance and improvement of Project QC
activities.
 Review Subcontractors QC Documentation (ITP, QCP, MAR etc).
 Carry out QC inspection activities per the intervention level established in the ITP (receiving, in-
process and final stages)
 Assist QC Coordinator in conducting Construction Quality surveillance, Quality Walk About, Site
investigations, as necessary.
 Report on a daily basis the QC activities as well as any issues and areas of concern.
 Any other related works as instructed by QC Coordinator.

Project Quality Management Review

A review of the Project Quality Management System performance will be organized by PQM at least once in
every six months. The meeting will be attended by the Project Director and all Project key members and will
have cover as a minimum the following agenda:

Review inputs:

 Results of Project audits

 Customer feedback
 Process performance and product conformity
 Status of preventive and corrective actions
 Follow up actions from previous management reviews
 Changes that could affect the quality management system, and
 Recommendations for improvement
Review outputs:

Any decisions or actions related to:

 Improvement of the effectiveness of quality management system and its processes

 Improvement of product related to customer requirements, and
 Resource needs
PQM will ensure that the minutes of the meeting will be recorded and distributed to all concerned.

He will also arrange the follow up of the established decisions and actions.

Quality Management System

CONTRACTOR will implement for this Project as per ISO 9001:2015 as represented in the Figure here below.

Quality Manual

The IMS Manual is established and maintained to:

 Communicate the Corporate Policies and Objectives within CONTRACTOR.

 Provide the processes of quality management system through documented procedures.
 Describe the interaction between the processes of quality management system.

The Quality Management System to be implemented for this Project will be based on six levels of
documentation (Figure below):
  Quality Policy
 Project Quality Plan
 Quality Management Procedures
 EPC Project Procedures
 Subcontractors, Vendors and Sub-vendors inspection & test plan, quality control procedures,
method statements.
 Forms and records

Project Quality Audits

CONTRACTOR will organize internal quality audits to assess the various elements of the Project Quality
Management System. Such audits will be conducted when and as required, upon the outcomes of various
activities, however as a minimum every six months during the project execution in accordance with
“Project Quality Audit Plan and “Project Corrective and Preventive Action.

The Audit activities will be employed to assess that Project QMS has been properly implemented at the
beginning of each stage of the Project and subsequently maintained across the Project execution.

The Audit Program will be conducted in accordance with the audit schedule that will be developed after
Contract award and will encompass:

 internal audits to CONTRACTOR Project organization,

 External audits to the main Subcontractor(s).
 external audits to major Vendors (for Category I and II Criticality material and equipment, and
design contractors), and will be covering as a minimum Project management, Engineering,
Procurement/ Subcontracting, Construction/ Pre-mechanical completion, Document Control,
Material Control, QA/QC, HSE, as applicable.

The audit schedule will be issued to COMPANY for review and approval within 90 days of EFFECTIVE DATE
as defined in the ITB documents. A copy of the audit reports, follow up audit reports, proposed corrective
and preventive actions to close the audit findings, concerns and observations.

CONTRACTOR will ensure that all audit findings will be sorted out in a timely manner and will assess the
effectiveness of the actions taken by monitoring whether any occurred/ potential issue that has been
identified and addressed through correction and corrective actions will recur. The recurring issues and
improved corrective/ preventive actions will be analyzed as and when required and by default during the
management review meetings.

Audit notification will be submitted to COMPANY with minimum 5 working days before the audit day.

1. PQM or QAE will conduct the audits whereas COMPANY Representatives will have the right to
participate as auditors or observers.

2. PQM will report the audit results during the close out meeting and will issue copy of Audit Reports
to CONTRACTOR PM and COMPANY.

3. QAE will maintain the audit findings register and will be responsible for monitoring the closeout of
all Audit Findings such as CARs, Observations and selected Recommendations.

Control of Nonconforming Process (Corrective Action)

Corrective action will be controlled in accordance with “Project Corrective and Preventive Action
Procedure. Project key personnel will select items requiring corrective action among nonconformities
throughout project execution, and will issue the “Corrective Action Request” to responsible personnel/
party with the support of PQM. Responsible personnel/ party will propose and implement correction and
corrective actions to fix the problem and eliminate the causes of process nonconformities.

Control of Potential Nonconforming Process (Preventive Action)

Preventive action will be controlled in accordance with “Project Corrective and Preventive Action
Procedure. Project key personnel will select items requiring preventive action among potential
nonconformities identified during Contract review, Risk management workshops and subsequent project
stages, and will issue “Preventive Action Request Log” to responsible personnel.

Responsible personnel will take preventive actions to eliminate the causes of potential nonconformities
and update the aforementioned Log.

4.0 ENGINEERING, PROCUREMENT AND CONSTRUCTION

IV.1 General

Engineering organization chart show key lead discipline personnel, as defined, and also define support staff
for that discipline. Resumes are provided for lead and for some support staff in the last section of the
Technical Proposal.

The purpose of this Work Plan is to define and outline the extent and sequence of services to be provided,
and the contents of the major deliverables and documents. This Work Plan is based upon COMPANY’s ITT
package documents.

The Execution Plan is coordinated with the Project Schedule. It should be noted that regardless of the
presentation of the elements in the Execution Plan, the clearest indication of chronology and sequence of
activities is presented in Project Schedule. The work will include the collection and analysis of engineering
data, necessary site visits and field verification, preliminary design confirmation, preparation of detailed
design documents, detailed material take-off, calculations, quality control, meetings and project
management.

The Scope of Work provides for distinct project stages for the planning and design of the facilities,
summarized as follows:

II. Approach to the Work

The approach to the work is based upon conducted studies early, and FEED engineering documents. The
project is scoped to provide for confirming the basis of design in the first part of the project. At this time it is
anticipated that the basis of design is the preliminary engineering provided by COMPANY, however, this will
need to be verified, and have supplemental input from all members of the project team.

Deliverables for a list of project deliverables, as Drawing List for a preliminary list of anticipated drawings.

a. Mobilization – The majority of the staff are available in our engineering office and ready to start work
immediately after award of the contract. The task will also include office space and equipment as required
to undertake the project.

b. Data Collection, Site Verification and Document Review – The first technical task will be the collection of
data, along with site visits and verifications. This will be followed by document review.

c. Preliminary Design Confirmation - A review will be conducted to confirm the preliminary engineering as
the current basis of design. This effort will allow for modifications to the project scope, or preliminary
design, as required for inclusion to technical review comments, modification of site layout, study results, or
other issues. It will note pending issues and confirm (establish) the basis of design prior to commencing
with detailed design. The Preliminary Design Confirmation submittal will consist of/ accomplish the
following:

 Provide summary documentation of the studies performed.

 Provide a checked marked-up set of all calculations prepared during the preliminary engineering.

 Prepare a formal review comments report that addresses and incorporates all Preliminary Design
Confirmation submittal comments.

d. Studies – A review will be conducted to confirm the studies performed during the preliminary
engineering stage. The product of this effort will be studies of documents of various sizes and formats, as
defined by the task release. Presentations and other deliverables may accompany as required.

e. Detailed Engineering Design – The preparation of the final detailed design documents will commence
after the review and approval of the preliminary engineering confirmation.
 1. Review Submittals – Submittals will be provided as required and based on the priority of the wells.
Work under the design review milestone will focus on the completion of the drawings that are
central to the design, and the detailing. It will develop materials and equipment to detailed levels.

The review submittals will consist of/accomplish the following;

 Provide complete and detailed scope of work.

 Provide a drawing package that is complete.

 Provide an update for the material and equipment submittal for major elements to be used in the
project identified to date.

 Provide a material take-off.

 Include data sheets.

 Provide construction scope of work of the wells & remote manifolds.

 Prepare formal review comments report that addresses and incorporates all review submittals
comments.

 Provide all drawings of the design package.

2. Final Submittal – Work under the final design review milestone will focus on the completion of all
drawings incorporation of all comments and finalization of materials and equipment. The final submittal will
consist of/accomplish the following;

 Incorporate all comments from the review submittals.

 Provide a finalized calculation book for all major elements and systems.

 Provide a drawing package that is complete and certified.

 Provide a complete and final materials list, including material takeoff.

 Provide a construction scope of work.

 Provide an update for the material and equipment submittal for major material and equipment to
be used in the project.

3. Post 100% Work – Work may continue after the final submittal for review of material and equipment
submittals, only as required

 Provide comments on vender submittals.

f. Quality Reviews – Quality reviews will consist of/accomplish the following:

- Review each submittal.

- Provide interdisciplinary coordination.
- Provide checks by lead discipline, and independent.
- Ensure compliance with procedures.
- Audit project.

g. Project Management – Project Management will consist of/accomplish the following:

- Attend coordination, agency, review, and periodic meetings.

- Ensure and manage project resources.
- Provide interdisciplinary coordination.
- Manage schedule and costs.

Specific
The specific contents of the documents will be defined as a part of the specific and detailed scope of work,
and list specific tasks, and deliverables. CONTRACTOR’s specific approach generalized task group for the
development of the project defined design package consists of the following tasks and deliverables:

IV.2 General

1.0 Verification, Studies and Design Confirmation

Concurrent with the mobilization effort, technical work will commence on the project, which includes:

1.1 Data Collection

Data collection will consist of data/information provided by Client, previously prepared documents that
provide information on the new facilities to be provided, and existing data documentation available in
FEED package. Information relevant to the project facilities will be documented.
Deliverable: The product of this work effort will be transmittals on data collected.

1.2 Document Field Verification

Based upon the document review and document research, drawings and other documents showing the as-
built conditions will be organized. During the site visits these will be taken to the field by the Project
Engineer and the concerned Lead Discipline Engineers to review and check each facility. Each item on the
existing as-built drawings and directly related to the project scope will be yellowed as confirmed. Changes
will be marked on the as-built in the field. The important field notes will be maintained. Items that can not
be determined, for whatever reason (access, locks, etc.) will be noted. Facilities viewed in the field for which
no documents/drawings are available, will be noted. Documents will be searched, and/or field verification
will be made.

Location of existing piping and structures pertinent to the assessment and designs will be confirmed.

Deliverable: The product of this work effort will be memorandum on the field verifications, and transmittals
on data received.

4.2.1. Final Design Documents

Once the Project Definition Confirmation Report has been reviewed and approved, specific design
activities can proceed.

4.2.2. Design Basis/Standard Documentation

A full review and documentation of the design basis and standards relevant to the project will be
developed, prior to the commencement of the design work. These will include defined standards, as well as
philosophies and preferences based on circumstances that best affect the project operations.

This task will be undertaken prior to the full initiation of work on the Detailed Engineering and Design to
establish the requirements for the actual design. This task will likely run concurrent to other pre-design
tasks such as the continuation of site visits, existing documentation review, and data verification.

The Design Basis/Standards will be checked by the QC Team designated person and/or the Head of the
Discipline Section, as called for in the QC Plan.

Deliverable: The product of this work effort will be a stand alone compendium of documentation on design
basis, standards, and preferential approaches/philosophies on the design of the pipeline and its facilities.
Typically draft and final documents will be prepared.
4.2.3. Calculations

Design work will not start until calculations of major items are complete. While some calculations will be
reviewed during the Preliminary Design Confirmation, full and complete calculations will be reviewed
during the commencement of the final design. Calculations will commence with the modeling and study of
the requirements of the systems. Calculations will be finalized during the initiation of the Detailed
Engineering Design. The calculations may be an extension of studies or previous work undertaken. These
previous calculations will be reviewed to determine appropriateness of facilities, design and equipment.
Further calculations may be required to provide solutions to the outstanding issues from the Planning
Documents. Calculations will be revised at each review step of the project as the design and
interdisciplinary coordination progresses. Calculations for Detailed Engineering Design tracks will
commence with the opening of the track.
 All calculations will be checked by the QC Team designated person and/or the Head of the
Discipline Section, as called for in the QC Plan. Computer applications will be utilized where ever
possible and appropriate, to allow for fast and flexible updates to the calculation modeling.
Calculations will be developed using the latest appropriate software.
 Deliverable: The product of this work effort will be several intermediate calculation submittals,
along with a final calculation book prepared at the 90% Detailed Engineering Design review date.
 Drawings; Detail design drawings will be prepared for construction. Drawings will include as-built
data directly related to the project scope. Modifications/revisions on CAD shall be limited to work
directly related to this project scope of work.

4.2.4. Engineering Management Team

The Engineering Manager with the assistance from Discipline Engineer and Project Engineer shall oversee
all engineering activities including the coordination among the disciplines where such person shall liaise
closely with the Lead Discipline Engineers to ensure quality and safety are built into the design in
compliance with the applicable International and Project Codes and Standards.

The engineering documents will be controlled via Master Deliverables Register (data base) which captures
all documents prepared as well as their status. During execution of project, engineering deliverables are to
be assigned accordingly to individual discipline so that clear ownership and responsibility is identified. In
order to further facilitate a correct understanding of the work within each discipline kick off meeting will
generally be held with COMPANY at the commencement of the project.

A Lead Engineer per discipline will be appointed and assisted by Senior and/or Discipline Engineer(s),
Designer and Draft person as needed. The Lead Engineers and Senior Engineers will be assigned as
required by the Scope. However, their assignment may be limited to a period corresponding to the peak of
the discipline workload. In any case, all the personnel proposed can be made available at any time as they
are all working permanently within team.

The Lead Engineers are responsible for the timely delivery of the deliverables at the expected level of
quality. All personnel are guided by the Project QA Plan, Project Coordination Procedures as well as their
respective Department Working Procedures.

Quality assurance management will be put in place to ensure the engineering quality will be up to the
expectation of COMPANY. The interdisciplinary Check (IDC) System will be implemented where drawings
are circulated to their relevant disciplines for review/check to ensure uniformity, compatibility and
consistency of design across the various disciplines.

4.2.5. Detailed Engineering

The general objectives of Engineering Execution Plan (EEP) to explain the methods, systems and strategies
to be implemented for the successful execution of the scope of work related to the detailed engineering
design phase of the Oil Gathering Well Hook Up EPC PROJECT.

The EEP will be studied in conjunction with the Project Execution Procedure (PEP) and the project specific
procedures. These project specific procedures will include the work demarcation between CONTRACTOR
and qualified Engineering Subcontractors, Vendors and Consultants and the associated activities to be
carried out, design input / output requirements, respective timing and revision control etc.

The EEP describes the high level information relevant to the execution of engineering activities by
CONTRACTOR such as review and verification of existing ITT documentation, data and document retrieval,
site survey(s), detailed engineering / design, requisitioning and up to issuance of the Engineering Package
as Approved for Construction (AFC) deliverables.

The Engineering Package will be developed by taking into account the procurement cycle and to produce
Approved for Construction (AFC) deliverables without compromising quality, health, safety and
environmental management issues.

The objective for engineering and design will be to execute the scope of work in accordance with
COMPANY requirements from technical, engineering and operating prospective, local government
regulatory requirements, COMPANY and industry safety and environmental standards. And, all final designs
are the complete combination of appropriate technical merit, materials and constructability for project
over the useful lifetime of the subject facilities.

The engineering design deliverables provided by the Engineering Subcontractors, Vendors and Consultants
will be reviewed and commented on by the relevant engineering disciplines of CONTRACTOR.

As necessary, site surveys will be performed for verification of the existing drawings and documentation
against existing plant facilities. In this way, relevant engineering information is collected to serve as the
basis for the design and engineering deliverables.

Direct equipment and materials (Hereinafter called materials) for the project that form an integral part of
the facilities will be purchased by the Material Management Group of CONTRACTOR.

A. Initial Design and Engineering Phase

The execution of detail design and engineering phase will be undertaken by CONTRACTOR. The
CONTRACTOR home office in Baghdad will be designated as the Home Office and is fully responsible for the
overall project management and control, engineering design, procurement, construction management and
quality management support.

The Engineering Group of CONTRACTOR will be headed by the Engineering Manager (EM) who will report
directly to Project Manager (PM). The Deputy Engineering Manager (DEM) will in turn report directly to the
Engineering Manager (EM).

The Engineering Group of CONTRACTOR will report directly to the Engineering Manager (EM) through the
Deputy Engineering Manager (DEM). CONTRACTOR engineering team will comprise of all relevant
engineering disciplines under the responsibility of Discipline Lead Engineers.

The project start-up phase will involve the prompt mobilization and assignment of engineering personnel to
review contractual requirements, ITT documentation and establish specified engineering procedures.

From an early stage a firm basis will be established to confirm all long lead purchase orders from the
Effective Date of the project.

Initial early design and engineering phase will be focused on confirmation of the ITT documentation and the
release of key critical path documentation in order to proceed with the work.

Geo-technical investigation will be started by CONTRACTOR in the initial phase by engaging a survey
SUBCONTRACTOR to confirm the site geotechnical information.

B. Priority of Engineering Deliverables

Priority for issuance of engineering deliverables during the engineering phase will be foremost managed to
line up with the construction schedule and accomplish the on time execution of the project. Sufficient and
dedicated resources are mobilized to ensure the engineering design phase is executed with adequate
review and supervision.

Accordingly, a dedicated Project Group under Project Manager (PM) will manage the project throughout
the engineering design phase to effectively coordinate and monitor that the work progress is being
achieved in accordance to project milestones and schedule.

The Project Manager will have the authority to assert and ensure the Project, Engineering, Procurement
and Construction teams are aligned with achieving the project milestones in line with the project schedule
throughout the duration of the project.

Engineering delivery will be controlled and monitored by the EM & DEM with the detailed estimate and
schedule reviews in line with the baseline schedule.

C. Design Philosophy

The primary objective of engineering design is to work in accordance with the COMPANY operational
requirements, local government regulatory requirements and comply with industry safety and
environmental standards.

CONTRACTOR will ensure that all of the final designs are the complete combination of appropriate
technical merit, material selection, fabrication and constructability, operability and maintainability over the
useful lifetime of the subject facilities.

The project design will be based on sustained operability, safety and maintainability of twenty five (25)
years.

D. Codes and Standards

The engineering design will comply with the latest COMPANY specifications, drawings, and standards
applicable to the SoW in accordance with the contract requirements. For design reference, the appropriate
International and National Standards and Regulations as well as local government regulatory requirements
will be utilized.

E. Design Consideration

The specifications, drawings, and standards applicable to the project are as specified by COMPANY in the
respective contract. Furthermore, CONTRACTOR will have the appropriate revision of International and
National Regulations for design reference as required by COMPANY specifications.

The Project Teams of CONTRACTOR and COMPANY will work closely to ensure that all required
specifications are identified after award of contract. This is to ensure that the objectives set out in the
contract are met.

The primary considerations of CONTRACTOR will be to ensure that the scope of work for the engineering
design will be in accordance with the COMPANY contract and local statutory governmental bodies.

F. Engineering / Design Quality Principle Objectives:

1. Engineering Objectives
The key engineering objectives are as follows:

 Complete engineering deliverables suitable for procurement of equipment, installation and

operation of Oil Gathering Well Hook Up EPC.
 Prepare schedule and allocate resources to ensure deliverables are provided as per approved
schedule
 Interface with COMPANY engineering personnel to implement the operational and maintenance
requirements in a structured manner to ensure contractual obligations are adhere to.
 Organize and manage all the safety related design requirements which satisfy the COMPANY
Integrity Management Procedures.
  Develop and issue the MTO, MR, TBE & PO for mechanical, and piping and follow-up with
equipment Vendor ensuring all contractual requirements are adhered to and delivery to site as per
schedule. Incorporate Vendor data into the engineering design.
 Prepare AFC deliverable packages for respecting the project milestones indicated in the project
schedule.
 Provide engineering support during the construction phase of the project at jobsite.

2. Quality Objective
The following principles will be adhered to by CONTRACTOR:

 Ensure compliance to the approved specifications, standards, data sheets, drawings etc
 Advanced technical explanations and discussions between COMPANY and CONTRACTOR will be
recorded and documented by means of Record of Conversation (ROC).
 Minimize the rejection of deliverable documentation by COMPANY by means of advance
explanation and discussion by C-ENGG with COMPANY.
 Monitoring and control the review comments officially received from COMPANY against deliverable
documentation by using Comment Resolution Sheet (CRS).
 The Comment Resolution Sheet (CRS) will be officially submitted by CONTRACTOR to COMPANY
along with the respective updated deliverable documentation.

3. Quality KPI Objective

CONTRACTOR will apply following KPI (Key Performance indicator) for engineering / design quality
objectives:

 Rejection of Deliverables by COMPANY

 Design change of AFC documents / drawings during construction
 On time release of deliverables

G. Engineering Inter-Discipline Design Consideration

Disciplines will participate and typically provide inputs to technical reviews and studies such as:

 Area Hazardous Classification Drawing including Hazardous Area Source List.

 Plant Layout reviews.
 Plant 3D model reviews.
 Constructability reviews.

H. Typical Engineering Deliverables

Typical types of deliverables forming part of the engineering scope are:

 Reviewed and revised (as necessary) ITT project engineering standards and specifications.
 Project design basis and critical requirements.
 Material Safety Data Sheets (MSDS).
 Piping Layout and Design.
 Equipment List with broad specifications and Material Requisition Package.
 Equipment Data Sheets.
 Control & Safeguarding philosophy including description of all interlocks and controls
 Technical Bid Evaluation Reports
 Vendor deliverable documents and drawings.
 Vendor package datasheets covering detailed scope of vendor Design and Supply.

All Deliverables will contain information, drawings and documents necessary for the execution of the
project in accordance to the Master Deliverable List. All the drawings produced should be in accordance
with Engineering Document Numbering Procedure.
 I. DETAILS OF APPROACH TO ENGINEERING MANAGEMENT

Engineering management work flow is summarized below:

Engineering Execution

During the early stage of engineering design activities the basic engineering activities will be undertaken
especially those related to system engineering, plant layout engineering and equipment engineering will be
executed.

These early stage engineering activities will be performed with complete understanding of the ITT Design
Package and also with knowledge obtained from working experiences gained on other previous projects in
accordance to in-house developed Engineering and Design Procedures

Design Outputs

The design output will typically consist of detailed drawings, specifications, calculations, data sheets,
construction and material / equipment requisitions and / or others that can be verified against design input
requirements. Engineering Disciplines will register design output documentation including the relevant plan
issues dates and current design status.

The Discipline Lead Engineer (DLE) will ensure that their respective Engineering Discipline undertakes the
review of the design output prior to submittal to COMPANY, including those submitted by Subcontractors /
Vendors against design input such as but not limited to COMPANY requirements, Project Specifications,
Legal Requirements.

DEM will ensure that Engineering Disciplines through the DLE will carefully review the design output against
the design input and content will be verified against the defined parameters of in-house Engineering Check
Lists.

Document Authorization

Discipline related deliverables for the project will be drafted and prepared by designers / engineers.
Subsequently, these deliverables will be duly checked and reviewed by Senior Engineers with final approval
by the Lead Engineers.

Furthermore, manpower mobilization, organizational chart arrangement for each discipline, Individual
Design Plan (IDP), Design Basis Report, Engineering subcontract related documentation, Concession
Request, Project Close-out Report and Lessons Learned will be prepared by Lead Engineers (LE), reviewed
by the discipline Heads (GL) and approved by EM / DEM.

Planning / forecast, control of engineering man-hours and maintaining work demarcation between the
disciplines including control of IMS records will be the responsibility of the Lead Engineers for the project.

The Lead Engineers will obtain necessary technical support from Discipline Heads and progress reports will
be submitted on weekly basis to EM / DEM and Head of Discipline.

Incorporating Vendor and Subcontractor design data into the overall detailed design

Engineering activities specifically related to areas and expertise of Subcontractors / Vendors will be
performed by them. CONTRACTOR will be responsible for establishing the engineering design base of
Subcontractors / Vendor and will review / comment on Subcontractors / Vendor deliverables against
project specifications.

CONTRACTOR will interface with the Subcontractors / Vendors to collect all relevant engineering
information to finalize CONTRACTOR overall detail design.

The design basis of Subcontractors / Vendors engineering activities are clearly defined in the requisitions,
specifications and specific project developed procedures, and will be confirmed during kick-off meetings
(KOM), regular discussions, follow-up meetings, written communications and memorandums.

The requirements of Subcontractors / Vendors quality control activities will be defined in the requisitions
and specifications, and re-confirmed during kick-off meetings and pre-inspection meetings with
Subcontractors / Vendors.
CONTRACTOR through the PM and EM will continuously monitor the progress in engineering and design,
materials and equipment sub-ordering, fabrication and inspection etc. up to the time of delivery on the
basis of monthly or semi-monthly progress report submitted by Subcontractors / Vendors,.

Design Review

Formal design review by concerned areas of engineering at appropriate stages will be organized by EM
through the project under the responsibility of Design Review Teams in accordance with the Engineering
Execution Procedure and will consist:

 During the design and engineering, high level of safety in the design will be achieved by conducting
a series of Design and Engineering Reviews / Studies.
 Hot Eye Technical Review - conducted by engineering disciplines.
 Cold Eye Safety and Technical Review - conducted for specific key documentation.
 Risk Assessments will be achieved through Technical Reviews that are to be conducted in
accordance with Project Scope of work.
 As a part of the Design Review activities, Engineering Disciplines shall identify activities, equipment
and procedures that are novel and or complex representing a particular risk to the project during
design, fabrication, construction, installation and operation. The risks associated with such items
shall be assessed and mitigated
 Each Engineering Discipline records design review results and controls any changes required to be
reflected into relevant design output documents with an appropriate procedure, where required.

Design Verification

Each Engineering Discipline will utilize design verification checklists to check that the design outputs meets
to the design input requirements at the end of the design process.

Applicable design verification checklists are identified in the Individual Design Plan prepared by each
Engineering Discipline. Records of the results of the design verification shall be maintained by each of the
Engineering Disciplines.

Design Validation

The 3D model reviews are considered as Design Validation during design stage.

J. Control of Design Change

All design changes performed in the first instance will have to be approved by EM before implementation.
The EM will delegate all design changes to the relevant Engineering Discipline in accordance with
“Management of Change Procedure” and. The EM will also control these design changes and follows up
until issuance of all relevant changed documentation.

Field design changes and modifications are reviewed and approved in accordance with “Field Design
Change Procedure” and are classified on the basis of design change being either Major or Minor.

EM will follow the approved “Concession Request Procedure” for deviation, alternate proposal or exception
to the Project Specifications during the design, engineering, procurement/subcontracting, construction and
pre-mechanical completion stages.

K. Critical Design Path

The critical design path from commencement of engineering design will be finalization of pipeline route,
layout, section & civil drawings. EM will assign relevant engineering personnel for the development and
finalization of Engineering drawings and to complete this task as a priority.

L. Development of Plot Plan/ Piping Design

All detailed engineering to be performed by will be carried out utilizing Intergraph 2D and 3D CAD systems
at the Office of CONTRACTOR. The key documents such as Plot Plans are developed in 3D Model and will be
followed by piping design development. In this manner, piping design can be developed with consistency
among plot plans, piping design and material takeoffs. Also walk-through review can be executed from
viewpoints of design, operation and maintenance.
 M. Updating of Project Specifications

Engineering team will update Project Specifications included in ITT design package by incorporating
changes, such as those instructed by Bulletins during bidding stage and those raised by both COMPANY and
Engineering Team as technical alternatives, including COMPANY options.

New Project Specifications which may be required, but not included in the ITT design package will be
developed by Engineering issued for COMPANY review.

Engineering Team will provide cover and revision summary sheets to define amendment of Project
Specifications included in the ITT design package and assign new document number in accordance with
Document Numbering Procedure and submit to COMPANY for APPROVAL.

N. Engineering Resources

In order to complete the main tasks in the engineering stage, EM will assign permanent employees in key
engineering positions who are qualified and experienced for the execution of Oil & Gas related projects.

The overall engineering organization chart can be referred to within the Project Execution Plan (PEP).

O. Documents and Drawings

Whenever original documentation / drawings (i.e. Engineering Drawing and, Specifications) are available
with COMPANY and are required for revision as part of the engineering design for Brownfield portion i.e.
“As-built”. Then, CONTRACTOR will request the original native files from COMPANY.

However, if required documentation / drawings (Engineering Drawing, and Specifications) do not exist with
COMPANY and are required for the project, then such documentation / drawings will be the subject of
discussion and agreement with COMPANY. As to whether such required documentation will be created and
issued for approval by Engineering team to COMPANY is dependent on the outcome of discussions with
COMPANY.

The document / drawing shall seamlessly fit into the existing COMPANY document / drawing system.

P. Information Technology

Information technology systems developed by CONTRACTOR will be utilized to support integrated

information management throughout the project life-cycle. This will provide a uniform platform to facilitate
the achievement of high-quality and cost effective project engineering.

Q. Change Control;

In order to maintain a complete check on the impact of any trend or change in the scope on the project
cost and the completion time/schedule, Contractor will apply a standard process for identifying and
controlling changes in the scope. To manage the change process a Project Change Review Coordinator will
be appointed.

The objective of the PCRC beside the project team is to review every Change Proposal and ensure that all
implications of the change are considered before being accepted or rejected.

The Project manager will carry out the following key tasks:

 Review Change Proposals for endorsement;

 Review the impact assessment of any new Change Proposal and approve or reject.

R. KICK-OFF

Within two weeks of contract award, a kick off meeting will be held in Company's office. Contractor will
attend this kick-off meeting with all his senior technical discipline engineers as a minimum.

Design/Engineering shall include, but not be limited to:

i. The development of the engineering design for the facilities, based on the parameters, data and
information provided by CONTRACTOR.
 ii. The performance of design studies, site surveys & investigations and calculations and associated
tests;

iii. The updating and revision of all those existing drawings, which are applicable to, and/or affected
by, the installation of the facilities. It shall be noted that not all drawings, which are applicable to,
and/or affected by, the installation of the facilities, are necessarily listed in the list of drawings.
Immediately after Contract award we will advise which existing drawings if any or data that we
needs.

iv. The preparation of new drawings and revision of existing and new drawings to "as built" status; all
"as built" drawings shall be carried out on AutoCAD (or fully compatible format) and based on the
numbering system provided by CONTRACTOR.

v. The preparation of specifications, procedures, data sheets, equipment and parts lists.

vi. The selection of materials and equipment, and evaluation of vendor information and drawings.

vii. CONTRACTOR shall indicate which part of the facilities needs to be shut-in, at which date and for
how many hours.

viii. CONTRACTOR shall submit as part of the detailed design a full materials take-off. CONTRACTOR
shall indicate whether materials will be purchased locally in Iraq or whether CONTRACTOR intends
to import materials into the country. The above list will form the basis for obtaining approval for
material importation into Iraq.

CONTRACTOR shall give COMPANY opportunity for such reviews and comments before taking irreversible
action or making significant monetary commitments, such as purchase orders and subcontracts.
CONTRACTOR shall present documents to COMPANY in a timely manner and in a logical sequence.
CONTRACTOR shall respond to COMPANY's comments, if any, before taking further action.

CONTRACTOR shall submit engineering deliverables for COMPANY’s review in five (5) fold, unless
specifically stated otherwise, and shall conform acc. to the following procedure:

- 1st issue documents to be stamped "For Review"

- 2nd issue documents to be stamped "Reviewed"

The "Reviewed" issue will include all COMPANY comments, unless agreed otherwise in writing.

Immediately on successful completion of test, CONTRACTOR will issue the final (as-built) engineering
package in a similar fashion.

- Final issue drawings to be stamped "AS BUILT".

CONTRACTOR will include the catalogue of the as-built drawings files with the drawing issue, together with
the discs containing all the relevant files."

Where the CONTRACT is covering more than one CALL OFF, all drawings will be prepared as described
above on a per CALL OFF basis.

S. Field Engineering

CONTRACTOR will perform all related field engineering and design services required for the completion of
the WORK, which shall include but not be limited to the following:

 Monitor the detailed execution of the WORK to ensure the adequacy of the completed work, in
compliance with the specifications and quality requirements;

 Monitor the level of information issued to the field for accuracy against the current WORK
specifications, drawings, codes, SUBCONTRACTOR information and other sources necessary for the
completion of the installation;

 Develop additional drawings and details, as necessary, to supplement “Approved for Construction”
(AFC) drawings needed to facilitate the ease of fabrication and construction;
  Isolate and resolve, with minimal direction, any problems resulting from design, actual status of
existing facilities, field or SUBCONTRACTOR issues;

 Provide competent field engineering to develop rigging studies for the installation of heavy
equipment and related access;

 Provide engineering support to construction, as required;

 Develop the detailed design for the new facilities, both temporary and permanent, that are
required during construction;

 Provide for liaison and coordination between COMPANY, CONTRACTOR, SUBCONTRACTOR and
SUBCONTRACTOR engineering groups;

 Review, comment and approve SUBCONTRACTOR’s drawings, procedures, method statement,

documentation and calculations; provide assistance and direction as necessary;

 Field check the information indicated on drawings, and make any required field changes;

 Initiate engineering queries and concession requests, during construction, related to problems
requiring CONTRACTOR’s involvement and COMPANY approval;

 Maintain scheduling, planning and cost control;

 Provide assistance and support to the project quality program;

 Provide technical support to the craft and area supervisors;

 CONTRACTOR will supply the services necessary for the recovery and transmission of data
produced during the project development contractual activities, in accordance with the
requirements described in the document number 20203.DOC.GEN.SDS “HANDOVER OF PLANT
COMPONENT DATA AND KEY DOCUMENTS FOR DBIMP”.

CONTRACTOR will provide an on-site supervision team to ensure that the WORK is carried out in
accordance with the provisions of the CONTRACT.

The following KEY PERSONNEL shall be nominated and the related CVs shall be priory approved by
COMPANY:

 Project Manager

 Site Manager

 HSE Manager

 Engineering Manager

 Security Manager

 Construction Manager

 Contract Manager

IV.3 Procurement

This Procurement Management Plan sets the procurement framework for this project. It will serve as a
guide for managing procurement throughout the life of the project and will be updated as acquisition
needs change. This plan identifies and defines the items to be procured, the types of contracts to be used
in support of this project, the contract approval process, and decision criteria. The importance of
coordinating procurement activities, establishing firm contract deliverables, and metrics in measuring
procurement activities is included. Other items included in the procurement management plan include:
procurement risks and procurement risk management considerations; how costs will be determined; how
standard procurement documentation will be used; and procurement constraints.

All items and services to be procured for this project will be solicited under firm-fixed price contracts. The
project team will work with the contracts and purchasing department to define the item types, quantities,
services and required delivery dates. The contracts and purchasing department will then solicit bids from
various vendors in order to procure the items within the required time frame and at a reasonable cost
under the firm fixed price contract once the vendor is selected. This contract will be awarded with one
base year and three option years.

CONTRACTOR will be responsible for all Procurement activities related to performing the WORK.
CONTRACTOR ill provide all PERSONNEL and resources required to develop, administer and perform all
Procurement activities in accordance with the requirement by Company.

CONTRACTOR will develop a detailed Procurement plan during execution phase. The Procurement plan
shall be consistent with the requirements of the CONTRACT and shall be submitted to the Company for
review and APPROVAL.

The Procurement plan will include but not be limited to, the following information:

 Detailed organization chart for Procurement group

 Business ethics policy

 Designation of long lead-time EQUIPMENT and MATERIALS for the Facility, and details of
Procurement activities related to the acquisition of such items.

 Plans for EQUIPMENT and MATERIAL supply, Procurement schedule, Procurement status,
Procurement progress tracking, expediting, transportation and logistics, SUPPLIER data
administration and purchase order close-out.

 Purchasing procedures including, but not limited to:

 Pre-qualification

 Bid list development

 Request for Quotation (RFQ)

 Bid Technical Evaluation

 Formal award

 Change orders

 Inspection and expediting

 Spare parts

 Traffic management

 SUPPLIER quality management

 Close-out

 SUPPLIER selection criteria

 Risk assessment plan

 Details on how the number of EQUIPMENT and MATERIALS SUPPLIERS will be minimized to
simplify training and reduce spare parts inventories
  Details on how it will be ensured control systems of packaged equipment units are
developed.

 Inspection and expediting

 Training services for operations and maintenance personnel available from SUPPLIERS

 Preparation of Asset Register (complete inventory of all EQUIPMENT, MATERIALS, furniture,

spares, tools, consumables etc.) of the facility at handover

 Details of Procurement reporting systems

IV.4 Construction Management;

IV.4.1 Mobilisation;

After CONTRACT award, CONTRACTOR will submit for COMPANY approval final procedures of WORK,
schedule of mobilisation of KEY PERSONNEL and equipment. CONTRACTOR will make provision for a full
management team and supervision of direct and indirect staff needed to manage, monitor, supervise and
support CONTRACTOR’s activities and contractual obligations and deliverables.

CONTRACTOR will first request to achieve successfully pass the pre-start audit, including HSSE plan, security
provisions and the physical inspection of our proposed vehicles, machinery and equipment

All temporary facilities required for the WORK will be supplied by the CONTRACTOR, including offices,
camps, including our own full support facilities, workshop, laboratories, warehouses, medical facilities,
maintenance facilities, temporary utilities etc.

CONTRACTOR will be responsible for engaging with suitable local contractor to provide a temporary
accommodation for our own workforce if required while we setup the required temporary construction
facilities needed for the construction of the project.

All facilities related to our accommodation camp, offices and temporary facilities will comply with the
standards and specifications related to Client.

CONTRACTOR will be responsible for providing temporary facilities during mobilization phase. The
temporary facilities will include but not be limited to:

 Accommodation and messing facilities for CONTRACTOR’s staff at Site and/or any other location
associated with the execution of the WORK;

 Security fencing around the temporary facilities. CONTRACTOR will be responsible to provide the
necessary security arrangements, in accordance with appendix “S”, to ensure the safekeeping of all
materials, equipment and plant;

 Storage and Laydown area;

 Temporary roads, access ways, hard-standings and parking areas which shall be established and
maintained by CONTRACTOR;

 Transportation of its staff and workforce to/from and around the construction site and for moving
materials and equipment between the storage area(s) and the points of installation. All
transportation equipment shall be maintained in good working order;

 A Site Medical Clinic, provision of First Aid facilities, qualified personnel and ambulance, consistent
with site hazard and location of the workforce;

 The necessary utilities required for the execution of the WORK, expected to include potable water,
construction and hydraulic tests water, fuel, lubricants and oils, electric power and its distribution,
waste disposal facilities and sewage treatment facilities.

Lay-down areas for Pipes and accessories shall be allocated by COMPANY as per locations and dimensions
agreed with CONTRACTOR.
CONTRACTOR will provide for the preparation of the allocated areas, including, leveling, fencing, temporary
access roads etc. as needed.

COMPANY ITEMS will be collected by CONTRACTOR at COMPANY storage facilities or unloaded directly in
CONTRACTOR’S laydown and Storage area in case of new shipments delivered by COMPANY’s Supplier to
Zubair Oil field.

CONTRACTOR will foresee adequate transportation means/equipment to be listed in the “Equipment for
Construction List” (to be submitted as part of the bid).

CONTRACTOR will be responsible for material handling and transportation of materials to the place of
installation.

IV.4.2 Construction Team

A dedicated Construction team will be established and will led by Construction manager who will be
responsible for the project execution, site construction activities and will establish all necessary technical,
financial, management and administrative resources required to execute the project. All interfaces with
other departments will be managed by the project team. The support required from other departments
such as Infrastructure, Logistics, Contracting & Procurement, will be coordinated by the project team.

The Construction team organization follows largely the construction schedule of the Project. Project
delivery will be driven by project. Discipline leads in Engineering, C&P, Project Control, HSE, QA/QC and
CSU will provide cross project services to ensure consistent application of design standards meeting Client
requirements and in line with engineering construction drawings.

During Execution phase, site construction team will responsible for management of construction works and
will manage day to day activities on site and will be responsible for the delivery of the construction as per
the agreed baseline schedule. Project team will be ultimately accountable for the all aspects of the project,
in particular the HSE, schedule, quality and budget targets.

CONTRACTOR will be responsible for all Construction activities related to performing the WORK.
CONTRACTOR will provide all PERSONNEL and resources required to develop, administer and perform all
Construction support activities.

CONTRACTOR will develop a detailed Construction plan. The Construction plan shall be consistent with the
requirements of the CONTRACT and shall be submitted to the Company for review and APPROVAL.

The Construction plan shall include but not be limited to, the following information:

 Detailed organization chart for Construction group

 Identification of critical path Construction activities

 Pioneer activities at the CONSTRUCTION SITE, including but not limited to offices,
Construction quay, power, telecommunications, security, site clearing, infrastructure, access
roads and pioneer camp facilities

 Construction temporary facilities, including but not limited to offices, Construction quay,
laydown areas, workshops, warehouses, power, water, telecommunications, security,
infrastructure, access roads and Construction camp

 Pre-fabrication and pre-assembly, including description of WORK to be done off-site.

 Field labour training and competency assessment

 Welder qualification

 Details of how job method statements will be developed

 Description of Construction activities and associated supporting facilities at the

CONSTRUCTION SITE, including but not limited to fabrication shop and warehouse
requirements, site maintenance, waste handling, and site remediation
  Scaffolding, including but not limited to sub-contracting, supply of scaffolding materials and
safety and certification

 Lifting activities and list of crane requirements

 Identification of foreign worker requirements

 SUPPLIER field support requirements

 Reporting
IV.4.3 Pre-fabrication and fabrication to the extent applicable;

Maximum use of local contractors will be sought for the works, including earthworks, roads, civil, local
logistics, site fabrication and installation of pre-fabricated items. CONTRACTOR has its own fabrication
facilities located in Baghdad City and will use it to support construction works. The strategy will be to use
prefabrication as much as possible to minimize the workload on site to reduce safety exposure and to
expedite the project program. Also, Contract has access to concrete batching that is location close to site
and will use it as applicable.

IV.4.4 Interface Management;

To effectively manage the project, a comprehensive Interface management plan will be developed by
Contractor. The identification and management of technical and Clients interfaces – Project external,
between project groups, within a project group or within disciplines is recognized as a critical success
factor.

The responsibility for the management of the project interfaces rests with the Project Team leader–It is his
responsibility to engage the other interface parties and ensure the appropriate engagement of other
resources and contractors in a timely manner to capture and resolve all issues.

The interface management plan will achieve the following:

 Establish a framework that promotes efficient management of interfaces, ensuring that the
requirement of all Clients is met during the execution of the project.
 Establish a system that pro-actively identifies interfaces with other parties
It is essential to keep the Client involved at appropriate levels in every aspect of the project from initiation
to start-up. This will be achieved in a number of ways, including:

V. Direct involvement in matters relating to commercial issues

VI. Regular updates with respect to project progress
VII. Provision of technical deliverables (e.g. reports) for comment
VIII. Joint review of the project execution strategy
An Interface Matrix will be developed to identify the critical interfaces, hardware boundaries, information
requirements that exist across team and contractual boundaries.

4.4.5 Lessons learned

To maintain the high quality of work and the schedule during project execution phase, Contractor will
utilize its own developed “Project Knowledge Base” which basically contains all of the Lessons Learnt from
past projects.

Utilization of existing Lessons Learned is a method by which CONTRACTOR will work towards continuous
improvement during the course of work. CONTRACTOR will utilize In-house attached Procedures for
implementation of Lessons Learned.

The “Project Knowledge Base” records the Lessons Learned from previous projects from all disciplines
through to construction phase such as, but not limited to, related (omissions, mistakes, errors
modifications) and constructability issues and also good practices.

4.4.6 Demobilisation

CONTRACTOR Company will prepare a Demobilization Plan prior to the scheduled construction completion
date of the CONTRACT. This will include scheduled demobilisation of manpower, equipment and
CONTRACTOR’s temporary facilities and will submit for COMPANY approval. CONTRACTOR will commence
demobilisation as per the approved Demobilisation Plan. The demobilisation schedule for KEY PERSONNEL
will be agreed with COMPANY and no KEY PERSONNEL will be demobilised without prior permission of
COMPANY.

CONTRACTOR will ensure that all temporary facilities including the CONTRACTOR’s camp, offices,
warehouses, fabrication shops, temporary lighting, surplus and any scrap material are completely removed
from site. This includes the inventory, closeout and removal of all unused CONTRACTOR’s furnished
materials, equipment and labour.

CONTRACTOR will carry out a comprehensive site clean-up to remove all construction residual debris,
including temporary CONTRACTOR accommodation camp, site offices and facilities and associated
temporary underground utilities, cables, pipes, etc., before vacating the site. On completion, CONTRACTOR
will restore the site to a clean, level and compacted condition as agreed with COMPANY.

5.0 RISK MANAGEMENT

An overall Risk Management Plan and Risk register will be developed for the project which will be the
responsibility of the Project Manager. He will ensure that the risks identified are assigned to the correct
level of authority.

Risks which potentially could result in excessive cost overrun and/or schedule delay must be raised to the
appropriate level of management where decisions regarding risk responses are clearly outside the authority
of the project team. However, the Project manager usually makes the decisions regarding Risk responses
and necessary resources.

The General Risk management process provides a documented process for the management of all risks
identified throughout the project lifecycle to optimize cost, schedule, Project (Cost and Schedule impact,
Operation, Legal, Reputation, Tax, Commercial and Financial) requirements

The Risk process will be managed by a Risk Coordinator. Where the Risk coordinator is unavailable this role
can be undertaken by the Project Manager or Project Engineer. He will be responsible to ensure that formal
Risk workshops are undertaken at the correct time intervals throughout the project to ensure that a robust
Risk process for identification and resolution of risks has been undertaken and fully documented. Risk
Owners and Action Owners of each individual risk shall be assigned accordingly.

The management of Risk for the EPC phases will generally follow as an extension to the Risk process
commenced during the early stage of the project.

CONTRACTOR be responsible for managing all risks related to performing the WORK. CONTRACTOR will all
PERSONNEL and resources required to develop, administer and perform all risk management activities.

CONTRACTOR will develop a detailed risk management plan. The risk management plan shall be consistent
with the requirements of the CONTRACT and shall be submitted to the Company for review and APPROVAL.

The risk management plan shall include but not be limited to the following:

 Identification of external and internal risks to Project success

 Assessment of the probability of each risk’s occurrence and its impact

 Review of risk mitigation steps to reduce the probability of occurrence and/or its impact

7.0 INSPECTION AND TESTING

CONTRACTOR will execute inspection and testing activities for the procured equipment and materials as
necessary in accordance with the following requirements:
CONTRACTOR will carry out the factory (and site) inspection and testing as required, in accordance with the
project specification, and shall be responsible for ensuring that all goods are strictly in accordance with the
CONTRACT and the specifications as defined in the purchase order.

The required inspection shall be performed by qualified inspectors employed by Contractor.

Provision shall be made at all times for COMPANY to have the option of participating in pre-inspection
meetings, inspection visits and test witnessing. CONTRACTOR shall prepare anticipated weekly testing
programs providing COMPANY sufficient advance notice for their participation (at least ninety (90) days).

CONTRACTOR will ensure that that the applicable Factory Acceptance Test (FAT) may be witnessed by
COMPANY and all the services and facilities to COMPANY representatives shall be provided by
CONTRACTOR in accordance with specification. CONTRACTOR will provide minimum ninety (90) calendar
days' notice to COMPANY for FAT. This is particularly applicable to the following:

9.0 ENVIRONMENTAL MANAGEMENT

CONTRACTOR will obtain all permits, including environmental permits, necessary for the completion of the
Work, provide personnel, provide material and equipment to do the activity, assure the logistics, complete
of material transportation and storage, etc. All interface activities with other contractor’s and supplier’s,
with the aim of assuring the efficient progress of the work; all these activities will be hereinafter jointly
called the WORK.

CONTRACTOR will draw COMPANY’s attention to any omissions, inconsistencies or points of uncertainty in
this Scope of Work and these have to be respectively incorporated, corrected or clarified. The omission of
any remaining activities from this Scope of Work does not relieve CONTRACTOR from performing all
activities necessary to complete the WORK as a safe, fully functional and complete facility within the
assigned WORK TIME SCHEDULE.

CONTRACTOR will:

 Carry out all activities and prepare all the necessary documentation for all construction permits in
order to obtain the relevant work permits;

The Scope of WORK shall be implemented according to:

 The Environmental and Safety requirements of the CONTRACT. CONTRACTOR shall demonstrate
that the necessary care of the environmental issues of the project are included in the construction
procedure submitted to COMPANY for approval;

 The requirements of the Iraqi Authorities.

Unless explicitly stated otherwise by COMPANY specifications, CONTRACTOR will provide all personnel and
supervision, engineering and computer services, materials, consumables, supplies, equipment, tools,
labour, utilities, transportation, storage and all other services and facilities required for the satisfactory
performance of the WORK in accordance with the requirements of the present specification.
Attachment 1 Document and Data Format Requirements

Electronic DOCUMENTATION shall be supplied in the format specified in the table below:

Document Type Format

Text Documents MS Office – Word v 7.0
Spreadsheets / Datasheets /
MS Office – Excel v 7.0; Access v 7.0; PowerPoint v 7.0
Lists / Databases
Schedules/ Plans PRIMAVERA P6 v 3.0
Diagrams / Layouts Microstation / AutoCAD
Process simulation model Aspen HYSYS
Schematic Diagrams Microstation / AutoCAD
2D Engineering Drawings Microstation / AutoCAD
3D Models PDS / PDMS
TIFF Group IV
Scanned Images Note: All scanned image shall be converted to PDF
format
Pipe Stress Analysis CAESAR II
Planning & Schedule Pimavera
Document Management EDMS
Photographs JPG
The as-built PDS 3D model shall be handed over to the COMPANY together with a comprehensive
procedure document to allow a 3rd party to update the model after project completion.
If “externally referenced drawings” (XRef’s) are utilised in any AutoCAD drawing the CONTRACTOR
shall ensure that all “externally referenced drawings” are included in the handover package.
In addition to the above, DOCUMENTATION shall be formatted and numbered according to the
project requirements as agreed with the COMPANY.
CONTRACTOR’s document control system are accessible to COMPANY project team, COMPANY
project team engineers can download the electronic files dispatched for project review and
approval.
Attachment 2 Deliverables List
The CONTRACTOR shall review all Project DOCUMENTATION to develop a complete list of Project
deliverables and their respective issue dates and/or frequency.
The attached Deliverables List reflects a generic listing of the Project deliverable types. The
CONTRACTOR shall expand this Deliverables List as necessary to include all individual documents
and their respective delivery dates according to the PROGRAMME. It shall remain the
CONTRACTOR’S responsibility to ensure that all DOCUMENTATION is issued to the COMPANY in a
timely manner.
The CONTRACTOR’S deliverables list shall identify all DOCUMENTATION to be provided to the
COMPANY.
All deliverables should be issued in the following manner:
6 sets of electronic format in CD-ROM and Flash memories.
6 sets of paper format as multi-volumes hard copies