Form o - Quality Assurance

Corporate Head Office: Operations & Fabrication Yard:
Plot 5 Rahman Adeboyejo Street, Vandrezzer Industrial Base (VIB),

Lekki Peninsula Scheme 1, Lagos, Nigeria, No. 9, Trans-Woji Road, Woji Town,
Tel: +234 1 7739696; +234 1 7949696 Port Harcourt, Rivers State, Nigeria.
, <[email protected]> www.vandrezzerenergy.com RC: 661087
FORM O-QUALITY ASSURANCE

FOR
TB-2909 INVITATION TO TENDER
CALL-OFF CONTRACT
FOR
FABRICATION OF PLATFORM
DECKS, TOPSIDES, JACKETS
AND ASSOCIATED STRUCTURES
CLIENT:
ADDAX PETROLEUM DEVELOPMENT (NIGERIA) LIMITED
32 OZUMBA MBADIWE AVENUE
VICTORIA ISLAND
LAGOS
NIGERIA.
CALL-OFF CONTRACT FOR FABRICATION OF PLATFORM DECKS, TOPSIDES, JACKETS
CORPORATE
QUALITY ASSURANCE / QUALITY CONTROL
MANUAL
TABLE OF CONTENTS
1. GENERAL
1.1. THE POLICY

1.2. QUALITY ASSURANCE PROGRAM
1.3. QUALITY ASSURANCE DOCUMENTATIONS STRUCTURE
1.4 GLOSSARY OF TREMS AND DEFINITIONS
1.5. CONTROL OF QUALITY ASSURANCE MANUAL
2. ORGANISATION
2.1. HEAD OFFICE ORGANISATION

2.2. PROJECT ORGANISATION
2.2.1. PROJECT MANAGER
2.2.2. PROJECT ENGINEERING MANAGER
2.2.3. PROJECT QUALITY ASSURANCE MANAGER (ENGINEER)
2.2.4. PLANNING AND COST CONTROL MANAGER
2.2.5. PROCUREMENT AND MATERIAL COORDINATOR
2.2.6. PROJECT ADMINISTRATION AND FINANCIAL MANAGER
2.2.7. CONSTRUCTION MANAGER
2.2.8. SUPERVISOR FOR SUBCONTRACTOR WORKS
2.2.9. SAFETY OFFICER
3. PLANNING
3.1. GENERAL
4. DESIGN
4.1. DESIDN INPUT

4.2. DESIGN OUTPUT
4.3. DESIGN CHANGES
5. DOCUMENT CONTROL
5.1. DOCUMENT CONTROL GENERAL PROCEDURES
6. PROCUREMENT
6.1. MATERIAL LIST REQUISTION AND INQUIRIES
6.2. BID EVALUATION AND ORDER ISSUE
6.3. VENDOR INSPECTION AND CERTIFICATION
Page 2 of 60
7. SUBCONTRACTOR CONTROL
7.1. DURING WORK IMPLANTATION

7.2. DURING WORK EXECUTION
8. MATERIAL CONTROL
8.1. GENERAL
8.2. MATERIAL Q.C. BY RECEIVING INSPECTION METHOD
8.3. MATERIAL Q.C.BY SURVEILLANCE METHOD
8.4. RECEIVING INSPECTION
8.5. HEADLING AND STORAGE
8.6. NON-CONFORMING MATERIAL
9. MEASURING AND TESTING EQUIPMENT
9.1. MEASURING AND TESTING
10. CONTROL OF CONSTRUCTION PROCESS
10.1. GENERAL
10.2. PROCEDURES AND INSTRUCTIONS
10.3. SPECIAL PROCESSES
10.4. QUALITY CONTROL
10.5. FINAL INSPECTION
11. QUALITY RECORDS
11.1. GENERAL
11.2. INSPECTION RECORDS
11.3. MONITORING INSPECTION RESULTS
11.4. FINAL DATA BOOK
12. NON-CONFORMANCES
12.1. GENERAL
12.2. PROCUREMENT NON-CONFORMANCE
12.3. CONSTRUCTION PROCESS NON-CONFORMANCE
13. CORRECTIVE ACTION
13.1. CORRECTION ACTION
14. AUDIT
14.1. MANAGERMENT REVIEW

14.2. INTERNAL AND EXTERNAL PROJECT AUDIT
14.3. AUDIT SCHEDULING
14.4. AUDIT PLANNING
14.5. AUDIT PERSONNEL
14.6. ADUIT REPORTING
14.7. AUDIT FOLLOW-UP
Corporate QA/QC Manual Page 3 of 60
CORPORATE
QUALITY ASSURANCE / QUALITY CONTROL
MANUAL
1. GENERAL
1.1. THE POLICY
1.2. QUALITY ASSURANCE PROGRAM
1.3. QUALITY ASSURANCE DOCUMENTATIONS STRUCTURE
1.4 GLOSSARY OF TREMS AND DEFINITIONS
1.5. CONTROL OF QUALITY ASSURANCE MANUAL

CORPORATE
QUALITY ASSURANCE / QUALITY CONTROL MANUAL
1. GENERAL
1.1 THE POLICY

QUALITY POLICY STATEMENT
OF
VANDREZZER ENERGY SERVICES LTD
VANDREZZER ENERGY SERVICES LIMITED specialises in the Engineering and
Design, Project Management, Procurement, Construction Management, Test and
Commissioning of Onshore and Offshore Oil and Gas, Chemical, Environmental, Power
and Compression Facilities on a Worldwide Basis.
The objective of the Management of VANDREZZER is to provide these services in a

manner that conforms to Contractual and Regulatory Requirements, using qualified,
trained and experienced personnel.
To fulfill the above objective, VANDREZZER has decided to adopt the “QUALITY
ASSURANCE SYSTEM” as outlined in this manual.
The Quality Assurance /Quality Control (QA/QC) Manager has the full support of
VANDREZZER’s Management to implement the measures outlined in the “QUALITY
ASSURANCE MANUAL” and in specific Projects Quality Assurance Plans.
The QA/QC Department acts independently from other departments with the QA/QC
Manager as the head and reporting directly to the top management of VANDREZZER.
It is recognized that the achievement of a satisfactory standard of Quality is the

responsibility of all personnel involved in the work execution not solely that of QA/QC
personnel.
Therefore, it is mandatory for all VANDREZZER personnel to adhere strictly to the

Quality requirements as outlined in the Quality Manual and other related Quality
Procedures and Plans.
January 2009
JOE D. UDOFIA
MANAGING DIRECTOR

1.2 QUALITY ASSURANCE PROGRAM
The aim of the QA program for every project is to give confidence to VANDREZZER and client that
contract codes; specifications and such quality requirements are achieved.
The QA program is designed to meet requirements of Quality Assurance International Standards (see
Table of Comparison) and any additional requirements of the contracts.
The QA program covers all project activities affecting quality (namely: engineering, procurement,
inspection and testing, site construction and installation) together with relevant documentation.
The activities covered by the QA program are carried out within a system where Organizational
structure, functional responsibilities, interfaces; reporting and communications lines are clearly
defined. Furthermore such activities are documented through adequate procedures.
All personnel are responsible for the quality of the work that they carry out. For each project the
Project Manager is responsible for implementation of the contractual QA program.
The Quality Assurance Organisation verifies all aspects of the QA system established for the project.
They shall have free access to documentation and facilities relevant to the contractual work with
assistance by QA Organization.
The training needs and provisions for the training of all personnel, performing quality-affecting
activities, are identified by the management and are part of the Quality Assurance Program.
In particular personnel performing special tasks (i.e.) welding and (NDT) shall be qualified on the
basis of appropriate education and in compliance with the applicable standards and regulations.
Records of such qualifications shall be maintained by VANDREZZER.
1.3 QUALITY ASSURANCE DOCUMENTATION STRUCTURE
The Quality Assurance documentation is structured as shown here below:
Level 1 QUALITY ASSURANCE MANUAL

Level 2 PROJECT QUALITY ASSURANCE PLAN
Level 3 PROCEDURES AND INSTRUCTIONS
Level 1:
This is the Division Quality Assurance Manual, which describes the VANDREZZER quality
policy Quality Assurance program, the head office and project organizations, the Quality
Assurance criteria applied to each phase of the works.
Level 2:
Scope of this plan is to identify all quality related activities of the specific project.
Such plan shall describe the project organization, the sequence of planned activities, the list of
applicable procedures and instructions, and the records to be produced.
The Project QA Plan is to be prepared by the appointed Project QA Manager and approved by
the Project Manager before issuing for Client’s approval.

Level 3:
These procedures and instructions cover both administrative and technical/operational
activities.
For each project it is Project Manager’s responsibility to decide whether to produce dedicated
procedures or to utilize those already existing in VANDREZZER Organization.
Q.A DOCUMENTATION STRUCTURE
INTERNATIONAL
STANDARDS and
REGULATIONS
QUALITY
ASSURANCE
MANUAL
CONTRACT
REQUIREMENTS
PROJECT
Q.A
PLAN
VANDREZZER
PROOCEDURES
AND PRACTICES
PROJECT
PROCEDURES

1.4 GLOSSARY OF TERMS AND DEFINITIONS
The following definitions are provided to assure a uniform of selected terms as they are used in this
Quality Assurance Manual.
- Approval
An act of endorsing or addition positive authorization
- Audit
An activity to determine through investigation, the adequacy of and adherence to established
procedures, instructions codes and standards or other applicable contractual requirements, and
the effectiveness of implementation.
- Calibration
Comparison of two instruments, one of which has known standard of accuracy (or having a
relationship with a standard) with the purpose of knowing the accuracy of the other later.
- Cross Check
In a function of the quality control system carried out as an internal audit in the Technical
Department and in organizations involved in preparation of technical operation specifications.
It consists of a check performed by specialist directly involved in the project different from the
one, who executed the specification or calculation or design drawing.
- Design
Technical and management processes which commence with identification of design input and
which lead to and include the issuance of design output documents.
- Documentation
Any written or practical information describing, defining, specifying, reporting or certifying
activities, requirements procedures or results.
- Hold Point
Step of manufacturing sequence beyond which the work cannot proceed without preventive
authorization of the person who established it.
- Item
Any level of unit assembly, including structure system, subsystem, subassembly component,
part of material.
- Non Conformity
A deficiency in characteristic, documentation or procedure, which renders the quality of an
item unacceptable to specification or indeterminate. Examples of non-conformance include:
physical defects, test failures, or inadequate documentation or deviations from prescribed
processing, inspection or test procedures.
- Procedure
A document, which specifies or describes how an activity is to be performed. It may include
methods to be employed, equipment or materials to be used and sequence of operations.
- Qualifications (Personnel)
Characteristic or skill obtained by training or experience measured against prescribed standards
or examinations demonstrating the individual’s capability of carrying out specific tasks.

- Qualifications (Procedure)
Demonstration of procedure ability of satisfying predetermined requirements.
- Quality Assurance
All those planned or systematic actions necessary to provide adequate confidence that an item
or a facility will perform satisfactorily in service and the actions are performed in compliance
with specifications.
- Quality Control
Those actions, which provide a means to control and measure the characteristics of an item,
process or facility to, established requirements.
- Repair
The process of restoring a non-conforming characteristic to condition such that the capacity of
an item to function reliably and safely is unimpaired, and conforms to the original requirement.
- Specification
A document or physical specimen defining or giving examples of parameters, properties of
professional performances of work.
- Supplier
Any individual or organization who furnished items or service to a Client on the basis of
purchase order documentation.
- Test
An activity performed on materials or items with the purpose of determining the capability of a
material or item to resist determined stresses.
- Verification
The act of reviewing, inspecting, testing, checking, auditing or otherwise determining and
documenting whether items, processes services, or documents conform to specified
requirements.
1.5 CONTROL OF QUALITY ASSURANCE MANUAL
The Divisional Quality Assurance Manager is responsible for the preparation, maintenance and
updating of the Quality Assurance Manual.
The index of the sections with the latest revisions applied is contained in the Quality Assurance
Manual. Each section shall carry a front page listing the following:
- Document Number and Title
- Section No.
- Revision index and description of revision made
- Date of revision
- Contents of the section
- No. of pages
- Divisional Quality Assurance Manager Signature & Name (for preparation)
- Divisional Head of Technological Innovation and Quality Assurance signature for approval)
The original of the Quality Assurance Manual is filed within the Divisional Quality Assurance
Department, together with all other relevant Quality Assurance documentation.

The Quality Assurance Manual shall be approved for each specified project by the Client if required.
Each copy of the Divisional Quality Assurance Manual is numbered and distributed as a controlled
copy, assigned to individuals.
A distribution register shall be kept updated by the Quality Assurance Manual sections for any reason,
shall be notified to the assignees of each controlled copy.
The obsolete sections shall be promptly removed and substituted with the update ones.
Controlled copies of the Division Quality Assurance Manual are also distributed to Client for
information or review as applicable, and kept updated for the duration of the project.

2. ORGANISATION
2.1. HEAD OFFICE ORGANISATION
2.2. PROJECT ORGANISATION
2.2.1. PROJECT MANAGER
2.2.2. PROJECT ENGINEERING MANAGER
2.2.3. PROJECT QUALITY ASSURANCE MANAGER (ENGINEER)
2.2.4. PLANNING AND COST CONTROL MANAGER
2.2.5. PROCUREMENT AND MATERIAL COORDINATOR
2.2.6. PROJECT ADMINISTRATION AND FINANCIAL MANAGER
2.2.7. CONSTRUCTION MANAGER
2.2.8. SUPERVISOR FOR SUBCONTRACTOR WORKS
2.2.9. SAFETY OFFICER

2. ORGANISATION
2.1 HEAD OFFICE ORGANISATION
Within the VANDREZZER Top Management Organization structure, outlined in the enclosed General
Organisation Chart, part of the responsibilities of the Resources and Systems Direction is for the study
and definitions of the corporate quality strategies to be adopted in accordance with VANDREZZER
policies and quality concepts.
In addition, the Resources and Systems Direction has the responsibility to set out the guidelines for the
preparation of the corporate Quality Assurance and internal working procedures.
The responsibility for the development, implementation of the Quality Assurance System and
preparation of the Quality Assurance documentation is assigned to the Operations Department.
The Organisational Structure for the management of the VANDREZZER Operations Department is
described in the enclosed Organisation Chart. The interfaces between the Quality Assurance
Management and the other operational centers are particularly highlighted in said chart.
The head of the Technical Direction is the interface between the Resources and Systems Direction and
the Quality Assurance Management. On the basis of the quality strategies defined by the Resources
and Systems Direction, he shall evaluate the adequacy of the Quality Assurance developed by the
Quality Assurance Management, and pass all relevant information acquired to the Corporate
Management for the review of the adopted Quality System.
Although, the QA Management reports to the Technical Manager within the present VANDREZZER
organization, it has as defined in the Quality Policy Statement, the necessary freedom to assess and
verify all quality affecting activities for other operational departments.
In fact, the Q.A Management shall monitor that the other operational centers of the Operations
Department, involved in quality affecting activities, perform their duties in accordance with the
requirements set out in this manual in the development of the projects and in any other quality related
activity.
In particular, the Quality Assurance Management shall also cooperate with the following Company
areas:
- With the Commercial Direction and Estimating Department for the qualification and bidding
stages.
- With the Procurement Department, for establishing the quality requirements, for the suppliers.
- With the Engineering Department, for the definition of the Quality Control requirements.
- With the Operations Department, for preparing and implementing the Quality Assurance
Programs of the projects.
A Project Manager, reporting to the Operations Department, shall head each project.
Depending on the project complexity either a dedicated project organization or a fully independent
task force shall be established.
The Project Manager shall also be assisted by the other Divisional Departments for the development of
the specific projects.
Such Organisational Structure shall be named “Project Manager”, details of which shall be given in
the specific project procedures.

GENERAL ORGANISATION CHART
Fig. 2.1

OPERATIONS DEPARTMENT ORGANISATION CHART

2.2 PROJECT ORGANISATION
The project organization shall be established case by case and document to the Client through an
organization chart and a description of the key functions and the interfaces
.
A VANDREZZER typical project organization is outlined in the attached “Project Organisation
Chart”
The typical function organization charts are described here below/s of the key personnel in9dicated in
the project organization chart are described here below.
2.2.1 Project Manager
The Project Manager coordinates the activities covered by the execution of the contract and, as
Contractor Representative, keeps the appropriate contacts with the Client for its representatives. In
particular he is responsible for:
• Compliance with, and fulfillment of, the project contractual obligations.

• Coordination of the activities of the various departments involved in the execution of the
job, in order to guarantee conformity with the design criteria, programs and cost estimates.
• Implementation of the Quality Assurance program.
• Project detailed programming and the relevant updating together with the various offices
involved in the execution of the job.
• Analysis of the preliminary and final estimates and his definition of possible update
relating to the project.
• Supervision of purchasing, and subcontracts, including other issue, expediting, inspection
and testing activities.
• Analysis of work or change of the scope of work not covered by the contract, the
assessment of the consequent costs and agreement with the Client.
2.2.2 Project Engineering Manager
The Project Engineering Manager is responsible for:

• Analysis of technical specifications issued by Client and definition of a list of engineering
documents to the produced for the project.
• Preparation of work procedures related to operations directly carried out by
VANDREZZER.
• Review of work procedures prepared by subcontractors for their scope of work.
• Interface with Technical Department at Head Office, requiring all necessary documentation
(i.e. drawings, computer calculations) and supplying Client’s input data.
2.2.3. Project Quality Assurance Manager (Engineer)
He is responsible for monitoring quality related activities of the project and their documentation. He
is under functional authority of the QA Manager at head office
His duties are:
• Prepare the Project QA Plan in connection with the Project Manager and the QA
Manager at head office.
• Verify that the quality related activities are in accordance with applicable codes,
speculations and regulations.
• Ensure recording, updating and distribution of documents and information, i.e.: a
procedure, drawings, plans reports and certificates.
• Identify any deficiency, promote corrective actions and verify their implementation.
• Verify that contract Quality requirements are specified to Vendors and
Subcontractors.”
• Ensure the measures are taken in order to identify and prevent acceptance or
defective materials.
• Ensure collection of decantation and certificates related to materials purchased by
VANDREZZER and Subcontractors.
• Ensure the inspection and testing in compliance with established Q. C plans.
• Ensure the compliance of final documentation to be issued to the Client.
2.2.4. Planning and Cost Manager
The Planning and Cost Control Manager is responsible for the following duties:
• Preparation, in cooperation with the Project Manager, of the overall and
detailed programs.
• Management of all programming means and /or systems.
• Preparation and collection of data, and working out of the job Monthly Report
taking information form other project functions.
• Analysis of the programs of the work carried out and is carried out, by
preparing statistical reports and suggesting actions for improvement.
• Preparation and implementation in cooperation with the Project Manager of
the cost control system.
• Preparation of project executive estimate and its projection along project life.
• Preparation and collection of data of monthly cost control report taking
information from other project functions.
• Analysis of the cost deviations versus estimate by preparing statistical reports
and suggesting actions for improvement.
• Preparation of estimate for project change orders and claims.
2.2.5. Procurement and Material Coordinator
He is responsible for the logistic support required for performing the construction/installation activities
as provided in the contract.
In particular he shall ensure the activities for:

• Purchasing and/or hiring of materials, equipment and operating means, their transportation
and customs clearance.
• Issuing of P.O. on the basis of technical specifications.
• Supervising the Client’s supplied materials.
• Receiving material at the warehouse and their inspection against purchase order
documents.
• Handling, storage and shipping of materials as appropriate.
• Filling of all material documentation and certification as specified in the P.O.
• Coordination of all project inspection and testing activities carried out by the Inspection
and Expediting Department.
2.2.6. Project Administration and Financial Manager
The Project and Administration Manager is responsible for:

• Carry out the project financial programming.
• Assure the financial resources necessary for the project through banks or Client’s
payments.
• Implementation and maintenance of the project accounting,
• Administration of personnel including industrial relations
• Perform the control of vendors and subcontractors invoicing.
• Prepare expenditure and commitment curves for the project.
• Maintain a full and complete record of the cost breakdown, according to the accounting
codes agreed with the Client.
• Prepare invoices to the Client accordingly to the Contract modalities.
2.2.7. Construction Manager
The Construction Manager is responsible for the correct and economic fulfillment of procedures and
working programs concerning the construction and installation activities.
In particular he is responsible for the performance of the works according to the planned data, safety
conditions and in respect of the contractual terms. He shall manage the personnel and equipment
available to carry out the contractual works and, in particular, He shall coordinate the logistic activities
necessary to support the production line.
He shall coordinate and verify the activities of his assistants, who are responsible to ensure that every
phase of work (welding, testing, coating, laying etc) are properly executed, checked and recoded.
The field superintendents for the various project construction areas shall report to the Construction
Manager.
2.2.8. Supervisor for Subcontractor works.
He shall be the VANDREZZER representatives for Subcontractor’s premises, and shall report to the
Construction Manager, substituting him for all site matters regarding to the subcontract.
Should a Client’s Representative be present on site, he shall interface with the VANDREZZER
Supervisor, since no direct communications are foreseen between Client and VANDREZZER’S
Subcontractor.
His duties are:
• Verify the progress of Subcontractor’s work and collect planning and reporting
documentation to be included in the overall progress monthly report.
• Evaluate site changes proposed by Subcontractor and agree with Client’s representative
prior to approve.
• Collect all documentation and certificates produced by Subcontractor for their procured
materials.
• Verify that the Quality Standard of the Subcontractor’s work is in compliance with
contractual specifications and approved procedures.
• Transmit to VANDREZZER project team all necessary documentation produced by
Subcontractor.

2.2.9 Safety Officer
He is responsible for establishing all safety rules related to the project activities n site and verifying
their implementation.
His duties are:
• Check that all equipment is approved in compliance with the local law/regulation.
• Check that the protecting clothes utilized by personnel are in good conditions and
compatible with health and welfare.
• Check that during the execution of all phases of work hygiene and safety rules are applied.
• Inform all the workers about health and safety rules by means of brochures, signals,
meetings, etc.

3. PLANNING
3.1.1. GENERAL

3. PLANNING
3.1 GENERAL
At the bidding stage, the Commercial Department shall evaluate the tender documents and therefore
prepare a master plan for the contract development.
At the contract award, the project activities shall be planned in details on the basis of contract
requirement and internal resources. An overall project plan shall be issued to Client before
commencement under the responsibility of the Project Manager.
The project plan shall list the sequence of activities involved in the project development, such as:
• Engineering preparation
• Purchasing and vendor inspection
• Material management
• Process and operator qualifications
• Equipment calibration
• Control and subcontractor works
• Execution of operations
• Inspection and testing
• Collection and review of records
The Project Q.A. Manager shall interface with the Planning Engineer and the Project Manager to
ensure that time and resources are foreseen for all quality related activities.

4. DESIGN
4.1. DESIDN INPUT

4.2. DESIGN OUTPUT
4.3. 3 DESIGN CHANGES

4. DESIGN
4.1 DESIGN INPUT
Distribution of the applicable information from the Client’s Contract and Technical Specification is
the start of each design activity.
Where contractual rules and regulations are to be complied with and a Certifying Authority is
involved, the project team shall be aware of those requirements and relevant approval needs.
Based upon he identified technical data, the engineering Team defines the basic parameters of the
system to meet functional, safety and reliability requirements.
At the work starting, list of design documents to be produced shall be finalized and distributed to
concerned personnel.
The Quality Assurance organization ensures that:
• The design input, including Client’s input is identified and documented.

• The design input reviewed is approved by the organization providing it.
• The quality requirements are duly considered and monitor a proper flow of information and
documents within the Engineering Team.
• The methods for the preparation and control of specifications and drawings are well
defined.
• The design analysis and calculations are documented in sufficient detail in order to permit
their revision by a technically qualified person.
All the project design documents shall be issued to the Client for the corresponding approval
before commencement of the relevant works.
4.2. DESIGN OUTPUT
Design documents (drawings, specifications, procedures, calculations, etc.) are prepared by specialist
engineers whether located at head office – Engineering Department, or based in his project team.
Each design document shall be checked another specialist engineer, who shall verify the compliance
with the contractual data, interface constraints, safety, layout and weight.
Computer calculations are checked to verify that input data are correct for the computer program used.
Responsibility for design preparation and verification shall be established in the project organization
and /or in a dedicated procedure.
The Project Engineering Manager shall coordinate the design activities performed at head office for
the project, in connection with the head of Engineering Department.
The Project Manager has the ultimate responsibility for issuing design documents to Client and
Certifying Authority (if any).

The Quality Assurance Organization ensures that:
• Design criteria imposed by the Client is clearly identified and documented in the issued
documents.
• The identification of the document by project, number, etc., to permit ready reference,
indexing, filing and retrieval, is clearly identified and documented in the issued documents.
• The statement of objective or purpose record of the design inputs utilized and sources are
identified and documented.
• The identification of computer calculation, including inputs, outputs, software and
documentation that demonstrate the adequacy of computer program.
• The method and physical unit are according to Client’s requirements.
• The design records document and provide evidence that the design verification processes
are satisfactorily carried out.
4.3. DESIGN CAHANGES
Any change in design documentation is processed as indicated below:
The change originator shall propose the document modification to the person who prepared the
document itself and to the function responsible for project engineering.
They shall evaluate the proposal adequacy and the involvement in other activities for interface
problems.
Once the change is agreed, the document revision is prepared and checked by the same functions that
prepared and checked the original document.
At project office the Project Engineer may identify changes on design documents prepared at the head
office, after agreement with the head of Engineering Department.
In this case the Project Engineer shall document the change and send copy of the document revision to
the Engineering department for updating the main file at head of office.
A change to a Client approved document shall have the Client’s Authorization before issuing for
production.
Design changes to documents already approved for construction can also be originated on work site.
In such cases technical queries (or change proposals) shall be issued to Client
Representative for approval. Once approved the changes shall be recorded relevant as-built
documents.
Project procedure shall be produced to establish responsibilities for change review and approval (both
on site and at project office) and for updating of as-built documentation. The Project Quality
Assurance Manager shall monitor the implementation of the procedure.

5. DOCUMENT CONTROL
5.1. DOCUMENT CONTROL GENERAL PROCEDURES

5. DOCUMENT CONTROL
5.1 DOCUMENT CONTROL GENERAL PROCEDURES
All project documentation both outgoing and incoming shall be maintained under control throughout
the contract development, as established in a dedicated project procedure.
At documents shall be duly numbered, checked, recorded, filed and distributed.
Every outgoing document shall be given a title explaining the content and a unique number.
A code reference to the specific project shall be identified before starting any project work.
Usually correspondence (letters, telexes, transmittals, minutes of meetings, progress reports) is given a
progressive number following a chronological sequence.
Every technical document shall carry a number identified by the numbering system established for the
project technical documents.
All documentation produced is logged on a Document Register.
In the project office a Project Document Register is maintained listing all project correspondence.
Specific document registers are maintained by he project functions, as follows:
* Engineering = Technical Documents

* Purchasing = Purchase Orders
* Contracts = Subcontracts
* Materials = Material List
* Quality Assurance = General & Q.A. Procedures
* Quality Control = Inspection Documents
* Etc.
Above registers may be incorporated in an overall project Register listing all project documentation
(correspondence and documents).
The document registers details following data for each document:
• Title
• Number
• Revision index with relevant date
• Approval status
• Transmittal reference
The registers will be updated as soon as new issues and /or revisions are produced.
All documents shall be filled to ensure easy retrieval and preservation.
Files shall be numbered by reference to above mentioned registers.

All superseded documents shall be clearly marked or removed from all points of issue or use in
order to prevent document misuse.
The new revision index and date shall be marked up on the front sheet of the revised document.
The revised points shall be clearly identified by triangles or clouds.
The signature for document preparation, checking and approval will be provided for any
subsequent revision: the front sheet of the document shall be under a transmittal detailing
following data:
• Date and number / project code

• Document
- Titles
- Numbers
- Revision indexes
• Reason of issue
• Distribution list.

6. PROCUREMENT

6.3. VENDOR INSPECTION AND CERTIFICATION

6. PROCUREMENT
A list of materials to be purchased and subcontracts shall be finalized at the beginning of the works
and included in the overall project planning.
According to the above, the Project Engineering Department shall produce the material requisition
with all the necessary data for procurement. At this stage, the Quality Assurance Organisation shall
ensure that: application quality requirement are included, taking particular care of inspection and
certification requirements.
The Procurement Officer is responsible for issuing the Inquiries.
The Inquiries shall be issued only to qualified suppliers.
The qualification shall be assessed by the Procurement unit with support of Engineering and Quality
Assurance, on the basis of audit/inspection reports, objective evidence of ability to comply with
specified requirements and previous experience in supplying same standard items.
The Procurement unit is responsible for updating the list of qualified suppliers and filing the
documentation related to supplier’s qualification.
Inquiry documentation shall include:

• Correct description either of the item to be purchased or of the scope of work to be
subcontracted.
• Drawings/specifications establishing codes and standards to be fulfilled, including
inspection and testing.
• Quality assurance system requirements.
• Certification an accepted Inspection Entity, if applicable.
• List of required documentation and certificates.
• Requirements for packing, handling, storage and transportation.
The Unit issuing the requisition is responsible to include all necessary documentation. The project
Quality Assurance Manager shall review the requisition for completeness and compliance with
contractual specification before issuing the inquiry.
The steps here below described shall be followed by the different areas involved in bid evaluating and
order issuing:
The Procurement Organization is responsible to distribute the bid and supplier documentation to the
different departments in charge of issuing the requisition.
The planning Department shall evaluate the bid on the basis of delivery term.
The Quality Assurance Organisation shall evaluate documentation of Q.A. /Q.C. planning.

The Procurement Organisation shall evaluate the bid on the economical point of view through price
comparison.
The Procurement organization shall issue purchase orders and the supplier awarding reports and
deliver them to the Purchasing Committee headed by the Project Manager for the final internal
purchasing order approval.
When requested, the purchase orders and/or subcontracts shall be approved by Client before issuing to
vendors and/or subcontractors.
Copy of the purchase order will be handed over the unit which issued the requisition and besides to
Quality Assurance and Material Control Organizations and to the Administration and Financial
Department.
The Procurement Officer shall maintain an updated register of purchase orders listing the following:
• Item description
• Purchase Order number / revision
• Vendor delivery date
• Status

6.3 VENDOR INSPECTION AND CERTIFICATION
Where purchasing of materials and/ or equipment is concerned, the inquiry shall specify inspection
and testing requirements at Vendor works and relevant certification.
The Project Q.A. Manager shall review the Quality Control plans produced by Vendors, marking up
the intended inspection points. Such review shall be performed in connection with specialist engineers
for the different involved disciplines (welding, NDT, electrical, mechanical, etc.)
Once completed and approved the Quality Control plans will become the reference documents for
performance of inspection at Vendor works.
The assigned inspector is responsible to examine the specifications with all relevant technical data and
carry out the following activities according to the Quality Control plan:
• Witnessing specified stages of during manufacturing

• Witnessing final test.
• Reviewing documentation and certification
• Checking material identification and packaging.
At completion of all required inspection, the inspector shall fill and sign an inspection release note,
issue it to the Vendor and to the Procurement Unit, who shall transmit release notes to the Quality
Assurance Organisation.
Where requested in contractual documents, purchased items shall be inspected at source by an

accepted Inspection Entity or Certifying Authority and consequently certified.
Such certification will be part of the final documentation produced by Vendors before material
delivery.
The Certifying Authority shall inspect and certify all items on the basis of contractual rules and
regulations and shall be supplied by Purchase Order and relevant specifications.

7.1. DURING WORK IMPLANTATION

7.2. DURING WORK EXECUTION

7.1 DURING WORK IMPLANTATION
The process of Subcontractor’s qualification, inquiry issue, bid evaluation and issue of subcontract i.e.
the same as described in the Section 6 – PROCUREMENT.
Prior to contract award the Subcontractor shall produce a plan of work execution including:
• Sequence of activities and schedule

• Dedicated organization
• Project Q.A. system
• List of applicable documentation (engineering, quality control, procurement, records)
Such planning shall be incorporated by VANDREZZER in the overall planning of the project.
In particular the Subcontractor shall produce quality plans covering his production activities, with
reference to acceptance standards, inspection stages and certificates.
A Project Engineer shall be responsible for the engineering coordination of the Subcontractor in order
to clarity all design requirements and ascertain the compliance of design documents produced by
Subcontractor.
The Project Q. A. Organization is responsible to evaluate Subcontractor’s Q.A. system and quality
plans.
The documentation produced by all Subcontractors is subject to VANDREZZER review before

issuing to the Client and is incorporated in the overall project documentation.
7.2 DURING WORK EXECUTION
During execution of his scope of work the Subcontractor shall implement the approved quality plans,
providing internal quality control, subject to VANDREZZER and Client surveillance.
Depending on the complexity of the subcontracted activity and location, a VANDREZZER

representative is assigned to Subcontractor’s control and surveillance.
The VANDREZZER representative at Subcontractor’s works shall verify work quality and progress,
discuss contractual matters, and approve site changes (reporting to the Construction Manager. Where
applicable, VANDREZZER discipline inspectors shall inspect pre-established stages of
Subcontractor’s quality plan, verifying its effectiveness and identifying deficiencies, if any.
Any non-conformance shall be dealt with as detailed in the Subcontractor’s quality plan and
supporting procedures.
Copy of all reports, certificates and As-built documents produced by Subcontractor shall be issued to
VANDREZZER Q.A. for incorporating in the overall final documentation package of the project.

8. MATERIAL CONTROL
8.1. GENERAL
8.2. MATERIAL Q.C. BY RECEIVING INSPECTION METHOD
8.3. MATERIAL Q.C.BY SURVEILLANCE METHOD
8.4. RECEIVING INSPECTION
8.5. HEADLING AND STORAGE
8.6. NON-CONFORMING MATERIAL

8. MATERIAL CONTROL
8.1. GENERAL
All the material to be used on the project shall be subject to quality control in manufacturer site and to
inspection by the material control personnel at their receipt at any location.
Quality control plan shall be necessary to establish method of acceptance of material in manufacturer
site according to following process.
• Acceptance by Certificate Conformance Method.

• Acceptance by receiving Inspection Method
• Acceptance by Surveillance Method.
Dedicated project procedures shall be necessary to detail how materials shall be received, handled,
identified, stored and issued to production.
Material Q.C. by Certificate of Conformance Method
In certain cases where there is no direct inspection by the purchaser, the purchaser may accept an item
based on a supplier’s certificate of conformance. A certificate of this status that that specified
requirements have been met.
This certificate would be in addition to specify documentation, such as material certificates or reports
of tests performed which may be required by procurement documents. Even though the supplier is
obligated to furnish acceptable items in accordance with contract requirements, the certificate of
conformance would further motivate the supplier to furnish an acceptable item.
The certificate should identify the following:
1 The item or service;

2 The acceptance requirements and a statement that the items or service conforms to these
requirements;
3 The responsible person attesting to the authenticity of the certificate and that person’s
signature.
Acceptance by this method is usually satisfactory when the item or service is of a simple design and
involves standard materials, processes, and tests. This method may be used for units, bolts flanges,
pipe, gages, thermometers, etc.
8.2 MATERIAL Q.C. BY REVEVING INSPECTION METHOD
The purchaser may accept an item or service solely by receiving inspection when the completed items
or services are as follows:
1 Relatively simple or standard in design, manufacture, and test,

2 Adaptable to standard receiving inspections and /or tests to verify quality characteristics;
3 Not adversely affected in integrity, function, or cleanliness during receiving inspection
operations

Receiving inspections should be specified in written instructions which state those features to be
inspected. The features include identification; dimensional, physical, and other characteristics;
freedom from shipping damage; and cleanliness. Some examples of types of power plant equipment
for which receiving inspection might be desired are electrical cable, cement, aggregate, fire protection
equipment, structural steel, rebar standard pumps and electric motors.
8.3 MATERIAL Q.C. BY SURVEILLANCE METHOD
The surveillance method is the monitoring, witnessing, or observing of supplier activities at their
facilities to obtain assurance that the item or service meets procurement document requirements.
Acceptance by the surveillance method may be most desirable when the item or service:
• Is vital to plant reliability;

• Has quality characteristics that are difficult to verify after delivery to the purchaser’s
facilities;
• Is complex in design, manufacture, and test?
The surveillance method may not be warranted when the quality of the item can be verified by review
of tests reports, inspections upon receipt, or other means.
When the surveillance method is issued, it should be perfumed at intervals consistent with the
importance and complexity of the item or service.
The surveillance method activities may include checking that the following has been accomplished:
1. Documentation on materials, inspections, and tests have approved;

2. Fabrication procedures and processes have been complied with and that the
applicable qualifications, process, records, and certifications are available;
3. Components and assemblies have been inspected, examined, and tested as required
and applicable inspection, test, and certification records are available;
4. Non-conformances have been corrected as required;
5. Components and assemblies are cleaned, preserved, packed, and identified in
accordance with specified requirements.
8.4 RECEIVING INSPECTION
Material Control personnel shall be provided with all purchase orders related to
Material, which will arrive to the store for use on the project.
All material and equipment received shall be carefully checked on arrival to ensure that:
• The items have sustained no damage during transport.

• All identification markings are in place and are correct.
• The items are in accordance with P.O. specifications.
• The items are the same items that were inspected and released from the manufacturing or
supply premises.
• The required documentation and certification is attached to material.
All items received shall be logged by Material Control personnel with reference to the P.O.

Also attached documentation and certification shall be filed with reference to P.O.
Identification and Tractability
All materials and equipment shall carry identification marking. Any received material, which cannot
be identified against relevant documentation, shall be segregated until it is identified and accordingly
marked.
Material released for construction or installation shall be clearly identifiable and traceable throughout
the process. Material full traceability means that identification marking on the material is referred to
on relevant certificates and its final position is recorded on as-built drawings.
Material not fully traceable (i.e. bulk materials ancillary structures, etc.) shall be identified only by
conformity certificate specifying material characteristics.
Before work commencement material categories, based on critically criteria shall be

established and related tractability specified.
8.5 HANDLING AND STORAGE
It is the responsibility of the warehouse personnel to ensure that materials handled at the operations
base are not subject to damage.
Project procedures or manufacture’s recommendations shall detail the methods of handling and
storage for various materials to be used on the project.
Q.A. personnel shall audit warehouse personnel and ascertain that applicable handling and storage
instructions are well known and duly implemented.
8.6 NON-CONFORMING MATERIAL
Material non-conformities include:
- Non conformance with codes, specifications, drawing, P.O.

- Physical defects resulting from manufacturing or handling/transport.
- Inadequate documentation against vendor data/certificates requirements.
- Identification not clearly marked up.
- Identification not complying with attached documentation.
Any non-conforming material shall be segregated and clearly marked until relevant corrective action is
implemented.
The material control personnel shall issue a “Non-Conformity Report” to Q.A., Engineering and
Procurement.
Engineering shall evaluate and define disposition in accordance with Q.A. and Procurement.
The proposed disposition shall be submitted to Client’s approval as applicable.

Material control personnel shall be given instructions on segregated material in order to reject, rework,
repair or use as it is.

9. MEASURING AND TESTING EQUIPMENT
9.1. MEASURING AND TESTING

9 MEASURING AND TESTING EQUIPMENT
9.1 MEASURING AND TESTING
Tools, gauges instruments, and inspection, measuring, and test equipment and devices which are
needed to perform activities affecting quality must fist be of the proper type, rang, and accuracy to
perform function.
The equipment must then be calibrated to assure that it produces accurate measurements. The
erumpent should be physically identified by unique serial {or other} number, calibrated in accordance
with appropriate procedures, and adjusted to accuracy sufficient for its intended use. Calibration
should be performed with reference standards, which are traceable to the National Bureau of
Standards.
Since the accuracy of equipment may change during use, equipment should be recalibrated at
scheduled intervals. The calibration interval for each item should be based on the type of equipment,
required accuracy, and its frequency of use. Special calibrations should bear the calibration required if
it is suspected that equipment was damaged or if questionable results are obtained.
A calibration label should be placed on the equipment to permit the user to determine if the equipment
is within its calibration interval the label should bear the calibration date the last date the equipment
can be used, the s\serial number of the equipment and the name of the persons or company while
performed the calibration.
The manufacture may perform the calibrations on use the services of an independent laboratory. The
initial calibration of equipment can usably be performed by the equipment supplier id this is sibilated
in the purchase order. A certificate of calibration should also be requested.
Since the reference standards used to calibrate the measuring, and lest equipment may lose their
accuracy, they should also be re-calibrated periodically.
The Project Q. A. Organization is responsible to inanition a log of calibration with all relevant
attachments and certificates.
Field equipment is calibrated against a recognized standard, which is certified by an accepted facility.
E.g. manufacture or a prevailed laboratory

10. CONTROL OF CONSTRUCTION PROCESS
10.1. GENERAL
10.3. SPECIAL PROCESSES
10.4. QUALITY CONTROL
10.5. FINAL INSPECTION

10. CONTROL OF CONSTRUCITON PROCESS
10.1 GENERAL
The construction production activities shall be duly planned and organized before work starting.
Technological Process to be adapted shall be neither evaluated nor only under production performance
aspect, but also under quality aspect.
Resources, facilities and materials shall be provided on time in order to avoid delays or reworking.
The production personnel shall be qualified trained for the operations they will carry out.
Responsibility for the quality of the work is on those merging supervising, planning the work and on
the personnel performing it however in process inspection during installation and construction of items
provided assurance that the required quality is being obtained in accordance with approved
procedures,. It also assures that deficient items or systems are found and removed form further
processing early in the construction of the project.
Inspections of the work in progress should be performed to verify that items are being installed,
assembled, and constructed in compliance with the contract, and the latest approved specifications,
drawings, installation procedures, codes, and standards.
The production activities shall be covered by adequate instructions, i.e. drawing, work procedures,
specifications.
The project Engineers at project office shall timely issue above instructions to the work sites and
forward any subsequent revision ensuring that production personnel are provided with updated
construction/ installation documents.
The Project QA Manager shall verify recording, filling and distribution of procedures and instructors
to personnel concerned on fields.
10.3 SPECIAL PROCESSES.
The special process shall be covered by detailed procedures and qualified by tests before work
starting.
Typical special processes are:
• Welding
• Non-Destructive Examination
• Heat Treatment
• Coating
• Painting
• Pressure Testing

Not only the processes but also the assigned operator shall be qualified by performance tests before
work starting.
The Project AQ Manager shall ensure that qualification trials are carried out I compliance with
contract specifications and qualification documentation is complete and correct. He shall maintain a
log of all qualifications for both processes and operators.
After contract award a list of planned qualifications shall be finalized by the project Engineers and
included in the overall project planning.
10.4. QUALITY CONTORL
The construction/installation work is subject to inspection on the basis of the testing requirements of
the contract for each item.
The inspection activities are detailed in quality control plans and procedures, to be produced before
commencement of any construction/installation work.
Such quality plans shall be established under responsibility of the Project QA organization on the basis
of engineering and planning documentation.
The quality plan shall list:
• AC activities against process description

• Process document references
• Verifying document references
• Intervention requirements for all involved organizations.
Specialist inspectors are responsible to carry out all inspection activities as specified in relevant
quality plans, provided with all necessary technical data, drawings, specifications, work procedures
Where Subcontractors are involved in any part of the contractual scope of work, they shall produce
their own quality plans and provide internal Quality Control, under surveillance by VANDREZZER
Representatives.
Should any non-conformances e evidenced during operations they shall be processed as established
whether in dedicated prosecuting or in the quality plans, the complied reports shall issued to the
project Q.A Organization for incorporating in the final documentation package.
10.5 FINAL INSPECTION
Final inspections verify that the completed systems and items are in conformance with specified
requirements. These inspections also verify the operational readiness of systems and items. Examples
of things checked during final inspections are as follows:
1. Installation has been made in accordance with specified requirements

2. Workmanship is satisfactory;
3. Items have not sustained external physical damage;
4. All non-conformances have been corrected as required;
5. Safety features are being used and comply with applicable codes and regulations;
6. Item identification has been preserved throughout the installed systems.

The inspection techniques selected should be determined by considering, the characteristic or
parameter to be measured or the work operations being performed.
The basic criteria for the selection of inspection techniques and processes are the rudiments of the
applicable specifications, codes, and standards.
When the physical inspection of competed items is impossible or disadvantageous, indirect control
by monitoring of the processing methods, equipment and personnel can be performed. Inspection
and process monitoring should be performed when control is inadequate without both.

11. QUALITY RECORDS
11.1. GENERAL
11.3. MONITORING INSPECTION RESULTS
11.4. FINAL DATA BOOK

11 QUALITY RECORDS
11.1 GENERAL
The Quality Assurance progrmme ensures that objective evidence of the quality of the work is
provided to VANDREZZER Client and nay concerned Authority.
For this purposes a system of records shall documents the internal control on the project activities
Records shall be easily retrievable and traceable to the activities, which they were produced for.
Therefore they will be properly filed, preserved and provided with identification date, signature,
and activities reference.
Each project function is responsible to produce and maintain records of his work
At the beginning of the works an indexing system shall be established for all records to be
produced on the project.
Subsequently then the records shall be identifies, according to the pre-established index.
Documentat6ion of inspection results in important for evaluation purposes and to provide evidence
that the inspected items or systems are acceptable. Checkouts inspection. At a minimum, they
should identify the data of inspection, the inspector, reference appropriate drawings and
specifications, and note the type of observation, the results, the acceptability of the results, and the
action taken in connection with any efficiencies note.
113. MONITORING INSPECTION RESULTS
The inspection results for the various construction processes should be monitored to keep a
running track of those processes which are producing deficiencies. This monitoring is often called
trend analysis. These tend analyses may be performed by complex methods (e.g. statistical
evaluation) or simple methods. (e.g. plotting the percentage of rejects on weekly basis) whatever
the method selected, it is important to perform these tend analyses, since they provide a much
more objective a systematic appraisal than that achieved by simply relying upon the memory of the
inspection or construction personnel.
When the analysis reveals that there are numerous problems. The first step is to determine the
cause of the problem. When this is known, steps should be taken to correct the cause, it is not
sufficient to simply increase inspection, since this will only separate the good from the bad.
Increased inspection will increase costs because the money spent on work, which was rejected,
cannot be retrieved and the increased volume of inspection work coast more money. The grater
amount of work also affects the schedule, since less acceptable work is completed.

11.4 FINAL DATA BOOK
All project records shall be collected in the final data book, which documents the complete history
of the work performed. The detailed list of the records to be included shall be finalized after
contract award under the responsibility of the project QA Organisaiton.
Typical records are:
Engineering documentation As-built drawings (last issue) computer

Approved proved procedures
Vendor data books Purchase order

Material certificates
Inspection/testing reports
Release notes
Material tractability material log

As- built reports
Production records processes qualification records

(Including subcontractors) operator’s qualification records
equipment calibration certificates
inspection/testing reports
commissioning reports
non-conformances and concessions
At the end of works the final date book shall be colleted, reviewed and issued to Client under
responsibility of the AQ organization and final approval for the project manager.

12. NON-CONFORMANCES
12.1. GENERAL
12.2. PROCUREMENT NON-CONFORMANCE
12.3. CONSTRUCTION PROCESS NON-CONFORMANCE

12 NON-CONFORMANCES
12.1 GENERAL
Any non-compliance with approved plans, drawings, and procedures of specifications is a non-
conformance. Therefore non-conformances may be related to marital, documents and activities.
Detailed procedures of the management of non-conformances are developed after contact award, as part
of project procedures.
Such procedures all establish:
• While non-conformances can occur during the project development

• Who is repressible for processing on-conformances
• How are the dispositions implemented and verified
The Quality assurance organization shall maintain records of all non-conformances with relevant
dispositions and include them in the final documentation package.
12.2 PROCEREMENT NON-CONFORMANCE
Non –conformances are deviations form procurement document requirements. It is essential to correct
these non-conformances to prevent further processing, and completion or delivery of material and
equipment items to incorrect procurement requirements. This may be accomplished by documenting
the methods for the identification, control and disposition of non-conformances. Non-conformances to
the procurement requirements, which fall into the categories listed below, should be summated to the
purchaser for approval of the recommended disposition:
1. A. technical or material requirement has been violated;

2. A requirement in a supplier’s document, which has been approval by the purchaser, is violated;
3. The non-conformance cannot be corrected by the supplier, that is, the item cannot be reworked
so that it shall meet requirements.

13. CORRECTIVE ACTION
13.1. CORRECTION ACTION

13. CORECTIVE ACTION
13.1. CORRECTIVE ACTION
The aim of corrective action is to rectify non-conformances and prevent their recurrence.
The Q.A Manager (or the Project Q.A. Manager) is responsible for initiating any corrective action.
The corrective action is usually generated by an audit or an inspection as result of evidenced

deficiency.
Example deficiencies are:
• Material defects
• Established procedure not implemented
• Not existing procedure to cover work being performed
• Lack of documentation
• Failure on a process
The head of production function concerned with the audited/inspected activity shall proposed an agree
the corrective action together with the project Q.A Manager and the head the production function
concerned, the action.
The corrective action is usually generated by an audit or an inspection as result of evidenced identified
The involved Department shall be responsible for the resolution the non-conformity under the
supervision of the Q.A Department
The Q.A Manager uses corrective action reports to check the performance of the quality system.

14. AUDIT
14.1. MANAGERMENT REVIEW

14.2. INTERNAL AND EXTERNAL PROJECT AUDIT
14.3. AUDIT SCHEDULING
14.4. AUDIT PLANNING
14.5. AUDIT PERSONNEL
14.6. ADUIT REPORTING
14.7. AUDIT FOLLOW-UP

14 AUDIT
14.1 MANAGEMENT REVIEW
In order to satisfy the requirements of the Quality Policy, a periodical evaluation and review of the
adopted Quality Assurance System is provided by the Management.
For this purpose, the management provides an internal Quality Assurances System.
The Divisional Quality Assurance Manager has the responsibility to verify that the Quality assurance
provisions set out in this Manual are effective and improved the management of the work within any
specific project
The project quality Assurance Manager shall develop and implement for each project a prolific audit
programme, as detailed in such 142.
The Divisional Quality Assurance Manager to the Head of Technological Innovation and Quality
Assurance distributes the results of such auditing activities for his evaluation.
Depending on the finings reported by the auditing activities, corrective actions and suggestions are
proposed by the Head of Quality Assurance to the Resources and Systems Direction, and consequently
distributed to all other concerned levels of Management.
The Resources and Systems Direction shall then analyze both feedback information, and return to the
Head Quality Assurance of the Division with any corrective action or modification to the Quality
Assurance system.
The Q.A Head Manager of the Division shall be responsible for the implementation of the
management review provisions.
14. 2 INTERNAL AND EXTERNAL PROJECT AUDIT
The Q.A Head Manager in cooperation with the Project Q.A Manager should perform audits to verify
compliance with the Project Q.A programme and to incisures the effectiveness of the programme
during all phases of the design process, procurement and construction activities. The essential steps of
the audit are as follows:
a. Planning the audit by means of a planning document which defines the organizations and
activities to be audited and the frequency of the audits
b. Providing audit personnel who are familiar with the types of activities to be audited and who
do not have direct responsibilities in the area being audited
c. Perfuming the audit in accordance with guidelines which identify those activates which affect
quality;
d. Preparing the audit report which summarizes the audit results and details the non conformances
observed.
e. Submitting the audited report to management responsible for the audit for review
f. Re- auditing of non-conforming area when it is considered necessary to verify implementation
of the required corrective action.

14.3 AUDIT SCHEDULING
The audits should be regularly scheduled based on the status and importance of work activities. They
are normally conducted at the beginning of a project, at three-month intervals during peak periods, and
near the completion of work.
Regularly scheduled audits should be supplemented by additional audits when any of the following
conditions occur:
a. It is suspected that the quality of the item is in jeopardy due to deficiencies in the quality
management, program;
b. Significant changes are made to the quality management programme such extensive reorganization
or procedure revisions;
c. Independent assessment of program effectiveness is considered necessary
d. It is necessary to verify implementation of required corrective action.
14.4 AUDIT PLANNING
Audits are performed in accordance with checklists used by the auditor to enter all pertinent areas in an
orderly sequence and with a minimum of wasted tire and effort. Without a checklist, the auditor enters
an area with only the equipments and/ or working procedures at hand. It is difficult to leaf through the
requirements, documents, or procedures on tosspots and pick out the specific items that can be checked
at that point. It is all too easy to leave the area only to fine, often when it entirely too late to remedy the
oversight, that one or more significant points have been overlooked. The audit checklist provides a
useful means of determining, at nay time, what was actually done during the audit and it and what the
auditor found.
14.5 AUDIT PERSONNEL
To avoid conflicts of interest, audits are performed by personnel who do not have direct responsibilities
in the areas being audited. Personnel performing audits should be competent and have sufficient
authority and organizational freedom to make the audit process meaningful and effective. When
specific technical exporting required in the performance of an audit, it is desirable to select
appropriately quality technical personnel to participate in the audit.
14.6 AUDIT REPORTING
Audit results should be documented in an audit report, which is transmitted to management personnel
having responsibility for the activity audited. An audit report includes the following:
a. Description of the audit scope

b. Identification of the auditors:
c. Personnel contacted during the audit
d. Summary of audit results;
e. Details of specific non conformances observed;
f. Recommendations for correcting quality programme non-conformances or improving the
programme;
g. Date required response by the audited organization
The report should be distributed to management of both the audited and auditing organization and
issued within 30 days after the audit.

14.7 AUDIT FOLLOW-UP
Management of the audited activity should review and investigate all audit non conformances stated in
the audit report to determine and schedule appropriate corrective action, along with the action, to
prevent recurrence (including, where necessary, changes to the quality management program). They
should respond as requested by the audit report, documenting the results of their review and
investigation. The response should be made within 30 days of the issuance of the report and should
clearly state the corrective action taken and explain how they intend to prevent recurrence. In the even
that corrective action cannot be completed prior to the issuance of the response, a scheduled date of the
implementation of the corrective action should be included.
The audited activity should provide a follow-up report stating the corrective action taken and the date
the corrective action was completed. They should also take appropriate action to assure that corrective
action is accomplished as scheduled. Follow-up action should be taken by the audit team leader for the
following reasons:
a. To obtain a written response to the audit report, when a response is required and it has not been
submitted:
b. To evaluate the adequacy of the response;
c. To assure that corrective action and means of preventing recurrence are identified and scheduled for
each non-conformance
d. To verify that corrective action is accomplished as scheduled.

Corporate Head Office: Operations & Fabrication Yard:
Plot 5 Rahman Adeboyejo Street, Vandrezzer Industrial Base (VIB),
Lekki Peninsula Scheme 1, Lagos, Nigeria, No. 9, Trans-Woji Road, Woji Town,
Tel: +234 1 7739696; +234 1 7949696 Port Harcourt, Rivers State, Nigeria.
, <[email protected]> www.vandrezzerenergy.com RC: 661087
QA / QC PLAN
FOR
TB-2909 INVITATION TO TENDER
CALL-OFF CONTRACT
FOR
FABRICATION OF PLATFORM
DECKS, TOPSIDES, JACKETS
CLIENT:
ADDAX PETROLEUM DEVELOPMENT (NIGERIA) LIMITED
32 OZUMBA MBADIWE AVENUE
VICTORIA ISLAND
LAGOS
NIGERIA.
CALL-OFF CONTRACT FOR FABRICATION OF PLATFORM DECKS, TOPSIDES, JACKETS AND ASSOCIATED STRUCTURES
“TECHNICAL BID”
QUALITY MANAGEMENT PLAN
TABLE OF CONTENT
INDEX OF SECTIONS
1.0 INTRODUCTION
1.1 Scope
1.2 Basis of the Quality Management Procedure
1.3 Quality System
1.4 References
2.0 QUALITY MANAGEMENT AND ORGANISATION

2.1 Policy Statement
2.2 General Statement
2.3 Scope of the Quality System
2.4 Organization
2.5 Authority and Responsibility of Key Staff
2.6 Communications within the Organization
2.7 Definition of a Project
2.8 Precedence
2.9 Revisions, Re-Issue and Distribution
3.0 PROCEDURES OUTLINE

3.1 General
3.2 Project Acquisition
3.3 Start of Project
3.4 Review of Contract Requirements
3.5 Project Quality Plan
3.6 Technical Review of Project Quality Plan
3.7 Planning and Scheduling
3.8 Control of Computer Aided Activities
3.9 Design Control
3.10 Change Control
3.11 Document Control
3.12 Procurement Control
3.13 Construction, Manufacturing and Supervision at Site
3.14 Records and Certifications
3.15 Audits
3.16 Corrective Action Requests
3.17 Non-Conforming Products
3.18 Complaints
3.19 Training and Qualification
4.0 ATTACHMENT
4.1 Inspection and Test Procedure
4.2 Hydro Testing Procedure
Page 1 of 20
“TECHNICAL BID”
QUALITY MANAGEMENT PLAN

1.0 INTRODUCTION
ADDAX PETROLEUM DEVELOPMENT (NIGERIA) LIMITED, a company organized
and existing under the Laws of Nigeria with its registered office at 32, Ozumba
Mbadiwe Avenue, Victoria Island, Lagos, Federal Republic of Nigeria
(hereinafter referred to as “Company”), has a requirement for a Call Off
Contract for Fabrication of Platform Decks, Topsides, Jackets and Associated
Structures (hereinafter referred to as “Work”).
SCOPE OF WORK
The WORK which the CONTRACTOR is hereby required to perform is more
particularly described in Sections IV through XII of the CONTRACT and include
but not be limited to:
 Fabrication planning and fabrication management, and supply of all

fabrication personnel and equipment;
 Design and engineering as necessary with respect to contractor’s facilities,

equipment, and temporary works required, as well as that required to
facilitate pre-fabrication, assembly and pre-commissioning of the work.
 Pre-fabrication and assembly of the work, including site preparation as may

be required, together with all necessary pre-commissioning activities;
 All necessary interfaces with third parties and company’s other contractors;
 Inspection and testing of the work;
 Load out of the work
 Repairs and remedial work during the contract warranty periods;
And as may be directed by company:
 Additional design and engineering;
 Procurement and supply of materials and equipment for permanent

incorporation into the WORK.
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The execution of this CALL-OFF CONTRACT FOR FABRICATION OF PLATFORM
DECKS, TOPSIDES, JACKETS AND ASSOCIATED STRUCTURES is being planned to
be handled by VANDREZZER ENERGY SERVICES LIMITED (VESL) for ADDAX.
This Quality Assurance and Control Plan provides the Assurance and Control
and Procedures necessary to provide products and services meeting ADDAX’s
requirements/expectations from the Engineering, Procurement function
through to Pre-commissioning activities during the execution of this project.
At the event where ADDAX’s quality requirements within the limit of

contractual obligations exceeds those stated in this Plan, the modifications
required by ADDAX shall be incorporated in our “Project QA/QC Plan”.
1.1 BASIS OF THE QUALITY MANAGEMENT PLAN

This Quality Management Procedure is based upon International Quality
Assurance Standards and established 'in-house' practices. The Procedure shall
be reviewed and revised to account for amendments to the quality system and
work practices as and when required, but as a minimum shall be reviewed
every year.
Revisions to the Quality Management Procedure require the approval of the

Quality Control Manager.
1.2 QUALITY MANAGEMENT SYSTEM

The system consists of three distinct parts:
• Quality Management and Organization.
• Procedures Outlines.
• Quality Procedure.
1.3 REFERENCES
1.3.1 BSENIS09001: Quality management and quality assurance standards -
Part1: Guidelines for selection and use.
1.3.2 BSENIS09001: Quality systems - Model for quality assurance in
design/development, production, installation and
servicing.
1.3.3 BS EN ISO 10013: Guidelines for developing quality Procedures.
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2.0 QUALITY MANAGEMENT AND ORGANISATION

2.1 POLICY STATEMENT
VANDREZZER ENERGY SERVICES LIMITED specializes in the Engineering and Design,
Project Management, Procurement, Construction Management, Test and
Commissioning of Onshore and Offshore Oil and Gas Production, Chemical,
Environmental, Power Generation and Compression Facilities on a Worldwide Basis.
The objective of the Management of VANDREZZER is to provide these services in a

manner that conforms to Contractual and Regulatory Requirements, using qualified,
trained and experienced personnel.
To fulfill the above objective, VANDREZZER has decided to adopt the “QUALITY
ASSURANCE SYSTEM” as outlined in this Procedure.
The Quality Assurance /Quality Control (QA/QC) Manager has the full support of
VANDREZZER’s Management to implement the measures outlined in the “QUALITY
ASSURANCE PROCEDURE” and in specific Projects Quality Assurance Plans.
The QA/QC Department acts independently from other departments with the QA/QC
Manager as the head and reporting directly to the top management of VANDREZZER.
It is recognized that the achievement of a satisfactory standard of Quality is the

responsibility of all personnel involved in the work execution not solely that of QA/QC
personnel.
Therefore, it is mandatory for all VANDREZZER personnel to adhere strictly to the
Quality requirements as outlined in the Quality Procedure and other related Quality
Procedures and Plans.
Date: 07/01/2012
JOE DOMINIC UDOFIA

MANAGING DIRECTOR
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2.2 GENERAL STATEMENT
Quality Assurance is all those activities and functions concerned with the attainment of
quality. The assurance of quality is fundamental to all work undertaken by VANDREZZER and
is practiced by all personnel in their daily activities. Working enhances quality in a
systematic manner to written procedures, designed to eliminate the occurrence of
deficiencies.
VANDREZZER is organized in a manner that enables VANDREZZER to engineer and manage

successfully the differing requirements of Contracts.
To promote a uniformity of work method throughout its operations, irrespective of the

project or contract organization, procedures fundamental to the Contract shall be
implemented. These shall be known as VANDREZZER Procedures.
Additional procedures may be produced to conform to ADDAX specifications in line with the
project requirements. These shall be known as VANDREZZER Project Procedures.
It shall be the responsibility of a Project Manager to specify whether any project procedures
should be developed. Project Managers shall be responsible for:
(i) Implementing all specified procedures and maintaining these in good order.
(ii) Monitoring the application of the procedures and ensuring that these are
coordinated to suit individual project requirements.
It shall he the responsibility of VANDREZZER Management to constantly monitor the

implementation of VANDREZZER Quality Management System, in order to verify that the
necessary documented systems and procedures exist and to verify implementation by
regular auditing.
The Quality Control Manager represents VANDREZZER in all matters relating to Quality
Assurance and is free of all commercial and contractual restraints.
2.3 SCOPE OF VANDREZZER QUALITY MANAGEMENT SYSTEM

VANDREZZER Quality System shall apply to all project management, engineering, design,
procurement and construction projects and services provided by VANDREZZER to ADDAX.
2.4 ORGANISATION
2.4.1 VANDREZZER is organized as presented in Appendix 10, which shows the overall
structure.
2.4.2 Typical organization for the execution of projects is shown in Appendix 2.4.2. For
specific project organizations refer to the Project Quality Plan (see section 3.5).
2.4.3 For construction and commissioning projects and for projects including
supervision at site, refer to the Site Quality Plan (see section 3.13).
2.4.4 Quality Assurance is ensured by the use of VANDREZZER Procedures
implemented by the various personnel identified within the organization
structure.
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2.5 AUTHORITY AND RESPONSIBILITY OF KEY STAFF
2.5.1 Project Director

The Project Director is responsible for VANDREZZER prosperity, technical capability and
quality, and has the ultimate authority in these areas. He formally documents the
commitment of VANDREZZER Management to meet the objectives of the Quality
System. He delegates the responsibility for establishing, implementing, monitoring and
up-dating the Quality System to the Quality Control Manager.
 He approves the Quality Management Procedure.
2.5.3 Technical Manager

The Technical Manager is responsible for ensuring that VANDREZZER’s technical content
meets ADDAX requirements and conforms to VANDREZZER's procedures and standards.
This responsibility requires that the Technical Manager:
• Assists in the preparation of Tender documents.
• Assists in the resolution of queries, as requested by the Project Manager.
• Conducts Technical Audits.
• Plays a leading role, together with the Quality Control Manager, in initiating
actions to prevent the Occurrence of nun- conformities relating to the contract
deliverables.
• He reports to the Executive Director.
2.5.4 Quality Control Manager

The Quality Control Manager is, apart from the Project Director, the final authority on
quality assurance matters relating to the Quality System as established by contract and
regulatory requirements and Company policies and procedures.
The Quality Control Manager represents VANDREZZER in all quality matters.

 He reports directly to the Project Director. Reports to the Executive Director
when the Project Director is not present.
2.5.5 Project Manager

The Project Manager shall manage the project(s) and staff assigned to him and is
responsible to ADDAX for all aspects of the project. He is also responsible for the
completion of the Project within cost, time and quality restraints.
 He reports to the Technical Manager-
2.5.6 Lead Engineers/Project Engineer

The Lead Discipline Engineer(s) or the Project Engineer (if assigned) shall ensure that
ADDAX’s technical requirements are met, coordinate the project technical team by
means of regular meetings, perform interface control, monitor design and quality
control, initiate milestone reviews and maintain project flies.
 They/he report(s) to the Project Manager.
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2.6 COMMUNICATION WITHIN VANDREZZER’S ORGANISATION
Communications within VANDREZZER Offices are structured and regularly maintained
by:
 Minutes meeting at all levels.
 Regularly distributed documents.
 Defined document circulation.
 Specific project communications.
2.7 DEFINITION OF A PROJECT

A project, in the sense of VANDREZZER Quality Management System, is every activity
performed under a commitment to a Client, approved by Management.
2.8 PRECEDENCE
In the case of contradictions within VANDREZZER Quality Management System, the
order of precedence is:
 Quality Management System.
 Project Quality Plan.
 VANDREZZER Procedures.
2.9 REVISIONS AND RE-ISSUE AND DISTRIBUTION

The Quality Manager reviews VANDREZZER Quality Management Procedure periodically
to re-affirm its adequacy and conformity to the current requirements Of VANDREZZER.
The maximum period between reviews of the system is one year.
Revisions to the system are made as required to reflect the current quality assurance
program. Replacing the relevant page makes the revisions. A revision letter identifies
each revised page.
Revisions are lettered consecutively and the relevant page(s) re-issued together with the
revision status report. The revision status report records all changes to this Quality
Procedure.
The Quality Manager holds a register of holders of VANDREZZER Quality Management

Procedure, together with the revision list. Revisions and re-issues Procedure are
automatically distributed to registered holders.
It is the responsibility of all registered system holders to update the system assigned to
them and to destroy all obsolete Pages and Issues
Any VANDREZZER Quality Assurance Procedures distributed to persons other than those
on the registered list shall be clearly marked uncontrolled and shall not be updated.
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3.0 VANDREZZER PROCEDURES
3.1 General
This Section contains a brief outline of the primary functions of VANDREZZER to support
VANDREZZER Quality System as determined by in-house and contractual requirements-
It includes the controls to be exercised on those aspects of the function that have an
effect on quality, to ensure compliance with contractual requirements. The procedures
outlined of only reflect current quality policies but also take into consideration the
requirements of ISO-9001
VANDREZZER Quality system includes, but not limited to written procedures as outlined
in the Regional Office or the Head Office.
3.2 Project Acquisition

3.2.1 Project acquisition is any activity undertaken to acquire a contract for
completion in a registered in a Regional Office or the Head Office.
3.2.2 Any activity undertaken in order to acquire an engineering project shall be
controlled by the technical manager. Project acquisition is completed with
the return to ADDAX of the signed contract documents or purchased order
acknowledgement.
3.2.3 The project acquisition procedures addresses the responsibilities and
authority for:
 New Projects
 Projects generated along an existing project line but to be covered by
new contract.
 Significant extra work covered by an existing contract that requires a new
project number
3.2.4 Document Control

All documents control requirements shall also apply to the project acquisition
phase. A file of all original documents shall be prepared and maintained up to
hand-over at the Briefing/Debriefing Meeting (see section 3.3.2). The
Technical Manager shall implement a document project Identification system
using standard procedures.
3.2.5 Query Control

Any query regarding technical or regulatory requirement, the Technical
Manager shall collect scope, financial, legal or any other relevant matter in a
central file.
The queries shall be numbered and the resolution addressed. Query control
shall be maintained up to signature of contract.
3.2-6 Tender Review
The Technical Manager shall perform or initiate and control a review of the
tender package 1 contract, to ensure that:
• The requirements are adequately defined and documented.
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(Where no written statement of requirement is available for an order
received by verbal means, the Technical Manager shall ensure that the
order requirements are agreed before their acceptance).
• Any requirements differing from those in the tender are resolved.
• VANDREZZER has the capability to meet contractual requirements.
The review shall be held, prior to contract acceptance or any other formal
commitment.
3.3 START OF PROJECT

3.3.1 The Technical Manager with the agreement of the Project Director assigns
the Project Manager. Issue of the Project initiation Form documents this. By
signing that form, the Technical Manager formalizes the appointment and
gives budget authorization.
3.3.2 Immediately after his assignment to the project, the Project Manager shall
arrange a Briefing 1 Debriefing meeting, to which the Technical Manager and
the Quality Control Manager shall be invited-
3.3.3 The Technical Manager shall identify the Contract and present all information
of which the project Manager must be aware and arrange for timely transfer
of files to the Project Manager.
3.3.4 The information to be presented by the Technical Manager shall include

commitments, interpretations and other relevant items entered into by the
Management of VANDREZZER with ADDAX, or other Authorities.
3.3.5 The meeting shall have minutes which the Technical Manager and the Project
Manager shall sign for endorsement.
3.4 REVIEW OF CONTRACT REQUIREMENTS

3.4.1 Before a start is made on the work, and as soon as the project key staff has
been established, the Project Manager shall make provision for a detailed
review of all contract documents. In the absence of the final contract the
available documents, as identified in the Briefing/Debriefing Meeting shall he
used as basis for review.
3.4.2 The Project Manager shall hold a Contract Review Meeting within five days of
contract award, to ensure that any needed clarification or amplification of
the contractual requirements is identified. Minutes of the meeting shall be
prepared.
3.4.3 The Project Manager shall pay special attention to the Technical Manager's
central query file and to the resolution of the queries.
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The Project Manager shall communicate to ADDAX and resolve any
outstanding queries and maintain the query file until such queries are
resolved.
3.4.4 Documents, which represent the contractual aspects, shall be clearly

identified in the minutes.
ADDAX, the Project Manager and the Technical Manager shall approve any
amendment to the Contract following the resolution of queries. All such
approvals shall be formally and fully documented. The Project Manager is
responsible for ensuring that the Project Quality Plan is consistent with the
finalized Contract.
3.4.5 The Project Manager shall specifically review the Contract with respect to
requirements regarding, quality activities and quality assurance.
3.4.6 After receipt of the final Contract document, and if considered necessary by
the. Project Manager, the Contract Review shall be repeated. The project
Manager shall document this second Contract Review
3.5 PROJECT QUALITY PLAN

3.5.1 A Project Quality Plan shall be established and prepared by the Project
Manager and reviewed by the Quality Control Manager at the beginning of
every project, defining the contractual requirements, identifying the
procedures and defining the organizational structure and responsibilities
involved.
3.5.2 Any plan shall be the fundamental instruction to the Project Team and an
authoritative statement of the Company's quality policy for the project, be
signed by the Project Manager, the Project Director and the Quality Manager.
ADDAX when specifically required by the Contract shall only approve the
Project Quality Plan.
3.5.3 The Project Quality Plan shall specifically address and anticipate the
resolution of any contract queries still outstanding.
3.5.4 The Project Quality Plan shall make it clear that all activities on the project
are subject to procedural control.
3.5.5 The Project Quality Plan shall detail the scope of work and scope of services,
as well as the documents to be supplied to ADDAX. These shall be presented
in one consistent section and form an unambiguous instruction to the Project
Team.
3.5.6 Where the Project Manager shall develop necessary, procedures specific to
the project.
3.5.7 Where the project ]IS involved in procurement activities, the plan shall
specify the procedures involved and detail the system for assuring the quality
of materials, equipment and services that are procured.
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3.5.8 The Quality Control Manager shall provide quality assurance assistance in
ensuring that the Quality Plan is prepared, agreed and introduced, and shall
perform Audits against the Quality Plan throughout the duration of the
project.
3.5.9 The Project Quality Plan shall be kept appropriately updated.
3.5.10 The Project Quality Plan shall contain the contractual key dates.
3.6 TECHNICAL REVIEW OF PROJECT PLAN

3.6.1 Immediately after the issue of the Project Quality Plan, it shall be reviewed by
all Project Staff. The review shall be documented by a formal minutes of
meeting. A copy of the minutes shall be sent to the Project Director for
information.
3.6.2 The meeting shall be held to ensure that any query with respect to scope of
work, scope of services, design information, applicable codes and standards,
specific ADDAX requirements and all other necessary information is
identified. Special attention shall be taken to ensure consistent perception of
the project requirements within the Project Team.
3.6.3 The Project Manager is responsible for resolution of the queries and the
consequential update of the Project Quality Plan.
3.6.4 During the course of the project, the Project Manager shall ensure any
changes or qualifications to the technical requirements through project
memorandums and subsequent Project Quality Plan updates.
3.7 PLANNING AND SCHEDULING

3.7.1 If not already established at Tender stage, then immediately upon start of the
project the Project Manager shall select the planning system appropriate to
the size and type of project. This shall be documented in the Project Quality
Plan.
3.7.2 The Project Manager shall ensure that the project schedules and detailed
schedules are established and, where necessary, shall designate a Planning
Engineer.
3.7.3 If necessary, an early event schedule shall be prepared to cover the period
needed for the development of the overall project schedule.
3.7.4 An overall project schedule shall be developed, identifying key dates, project
phases, major work items, major equipment, milestone dates per phase, and
the resources required.
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3.7.5 Activity sheets and the Master Network Diagram shall be prepared or simpler
Procedure equivalents, and shall include quality activities. Resource
scheduling may then be carried out to adjust schedules and manpower to
contract requirements.
3.7.6 Resource scheduling by the Technical Manager may lead to adjustment of

schedules and manpower, to contract requirements.
3.7.7 There shall be regular reviews of the project schedule status by the Technical
Manager. Regular analysis of progress shall take place and adverse trends
identified. The frequency of these reviews is at the discretion of the Technical
Manager. The Project Manager shall be responsible for rectifying adverse
trends.
3.8 CONTROL OF COMPUTER AIDED ACTIVITIES

3.8.1 Quality related computer aided activities are those providing:
• Project control data and documentation.
• Engineering data and documentation.
• Engineering calculations.
• Design drawings.
3.8.2 To achieve control of the availability of reliable computer hardware and

authorized software, the following elements of control shall be observed:
• Control on hardware.
• Control on software.
• Control on data storage.
• Control on documentation.
• Control on validation.
• Security.
• Loss prevention.
• Training of users.
• Definition of responsibilities.
3.8.3 Responsibility for the defining in terms of hardware and software rests with
the Project Manager. Day-to-day management is delegated to the operators
of the system.
3.8.4 The list of software to be used on the project shall normally be defined by
ADDAX for formal acceptance by VANDREZZER. Where this is not the case,
the selection of appropriate technical programs shall he the responsibility of
the Project Manager.
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3.9 DESIGN CONTROL
3.9.1 The Project Manager shall allocate the design responsibility for all design
deliverables to specific Lead Engineers, so that for each design document a
Lead Engineer shall carry the design responsibility. The Lead Engineers shall
coordinate with the Drawing Office Supervisor for the assignment of suitable
drafting/lofting personnel.
3.9.2 The Project Manager shall ensure that all information is available to the
Project Team, including as applicable the results from the Contract Review
activity. The Lead Engineers shall distribute the information as appropriate to
their specific disciplines. The Lead Engineers shall review the design input
requirements and advise the Project Manager of any incomplete, ambiguous
or conflicting requirements.
3.9.3 The Lead Engineers shall have the responsibility of ensuring that the
information is correctly translated into specifications, drawings, procedures,
acceptance criteria or written instructions. They shall ensure that due
consideration is given to regulatory requirements, design bases, codes and
standards, and that applicable quality requirements are specified and
included or referred to in design documents.
3.9.4 The Lead Engineers shall ensure that the technical requirements specific to
the project and the technical interfaces between disciplines are adequately
addressed. Design activities shall be fully documented in such a way as to
permit assessment by technical personnel, other than those executing the
design.
3.9.5 The Project Manager shall assign suitably qualified Engineers to perform an
Inter Disciplinary Review (IDR) in order to cheek all design documents and to
ensure that such validation has been performed correctly, before they are
submitted for project approval or submitted to ADDAX validators and
Validation shall be properly documented and the Lead Engineers shall ensure
that this procedure is followed.
3.9.6 The Lead Engineers shall be responsible for ensuring that the design takes
due consideration for the following:
• Compliance to contract requirements.
• Operability and constructability.
• Accessibility for in service inspection and maintenance.
• Suitability for application.
• Compatibility of items and materials.
• Safety.
3.9.7 The Project Manager shall be responsible for measures to identify and
control design interfaces and he shall ensure coordination between the Lead
Engineers. These measures shall include the use of cheek fists for the review,
approval, release, distribution and revision of documents involving interfaces.
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To aid the Engineers in this task, the Project Manager may designate a Project
Engineer. To ensure efficient coordination, the Project Engineer shall convene
weekly or bi-weekly project technical meetings attended by all Lead
Engineers. The Participants at each design review shall be the Lead Engineers
and the Project Engineer (if applicable).
3.9.8 The Project Manager shall be responsible for arranging design reviews at the
following milestones, as a minimum:
 At completion of conceptual design.
 At completion of design approval.
 At completion of detail design.
These reviews shall be planned, be formal and be documented.
Technical Audits are the specific responsibility of the Technical Manager who
is authorized to arrange them to suit the needs of the project.
3.10 CHANGE CONTROL

3.10.1 The Project Manager shall implement and operate a system, which shall
control any change in contractual requirements as well as design and
engineering changes from wherever they originate and shall ensure that they
are channeled through one recording area, both inwards and outwards.
3.10.2 The system shall ensure that all changes are correctly documented numbered
and have received authorization from the Project Manager.
3.10.3 Change control shall provide for four types of change:

• Any change in contractual requirements.
• A change to the contracted scope of work.
• A change in the contracted scope of service.
• A change to the technical specifications due to improvements and
developments in design.
3.10.4 All changes shall be subject to project and design control measures
commensurate with those applied to the original design.
3.10.5 Discipline Engineers and Designers shall not implement changes unless
instructed by the Project Manager.
3.11 DOCUMENT CONTROL

3.11.1 The identification, issue, controls and recall of all technical and contractual
project documents shall be the responsibility of the Project Manager.
3.11.2 The identification and registration of all project communication documents

shall be the responsibility of the Document Controller. He reports to the
Quality Control Manager.
3.11.3 Distribution of all outgoing and incoming documents shall be the

responsibility of the Project Manager.
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3.11.4 The system of documentation control shall ensure that latest revisions of
essential documents are identified and are available at the point of use.
3.11.5 All changes to documents shall be implemented in writing, and processed in a

manner, which ensures prompt action at the relevant locations. Records shall
be made of changes as they are made. Documents shall be revised and re-
issued under the direction of the Project Manager.
3.11.6 Directives shall be given by the Project Manager to remove or destroy 0

obsolete documents from all points of issue and activity locations. When
required for reference purposes they shall be marked in large red letters to
identify their status.
3.11.7 Copies of all relevant standards at the revision stated in the contract shall be
kept accessible to all members of the Project Team.
3.11.8 All documents shall be clearly marked on the cover sheet, preferably in red
letters, if there is a restriction on the status such as 'draft', 'preliminary',
'concept', 'for.... only' etc. It is not permitted to solely present such
restrictions in the cover letter, leaving the document unmarked. The Project
Manager shall monitor ADDAX’s perception of such restriction by regular
meetings.
3.12 PROCUREMENT CONTROL

3.12.1 Sources of procurement of materials and services shall be evaluated and
approved prior to placing, on the approved vendors list.
3.12.2 Supply of material and services shall be processed from acceptable vendors
and records shall be maintained to substantiate vendor quality performance.
3.12.3 Vendor quality surveillance shall depend on criticality and may include quality
assessments, audits and monitoring at the vendor's plant as required.
3.12.4 The Purchasing Manager shall maintain a current list of approved vendors
and sub-vendors shall be subject to the same procedures as main suppliers.
3.12.5 Purchase Orders shall be monitored by the Purchasing Manager to ensure

that all pertinent drawings, specifications and complete information relative
to the material and services are forwarded to the supplier and that suppliers
have all the data needed to supply such material and services to the defined
quality requirements.
3.12.6 All orders and sub-contracts, with relevant data, shall be available for review
by ADDAX on request, where the Contract so requires.
3.12.7 All changes to orders shall be processed in the same manner as the original
order.
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3.13 CONSTRUCTION AND SUPERVISION AT SITE
3.13.1 Projects Staged by VANDREZZER Engineers:
• Before departure to the site the Construction Engineer(s) shall be instructed
by the Project Manager, in writing, with respect to his/their duties and
responsibilities.
• The Construction Engineer(s) shall work to and be audited against the Project
Quality Plan.
3.13.2 Projects Staffed with a Site Team:

• The Project Construction Manager is responsible to the assigned Project
Manager.
• The Project Construction Manager at a fabrication or construction site shall
be responsible for the preparation of an authorized Site Quality Plan for the
site (or sites). This plan shall be prepared with the assistance and full
commitment of the Site VANDREZZER.
• The Site Quality Plan shall address all key activities and attach or refer to the
applicable written procedures.
 The Quality Control Manager shall provide quality assurance assistance in
ensuring that the Site Quality Plan is prepared, agreed and introduced, and
by auditing, performance against the Site Quality Plan through the duration
of the project.
3.14 RECORDS AND CERTIFICATION

3.14.1 Records shall be prepared in order to:
 Assure compliance with the law.
 Assure compliance with contractual requirements.
 Document staff medical and safety requirements and their verification.
 Demonstrate achievement of required quality.
 Demonstrate the effective operation of the quality system.
 Maintain personnel files.
3.14.2 Records shall be generated and maintained to adequately support and

substantiate all quality related activities. These records shall provide
evidence of the quality of the item or service and testify directly or indirectly
that it is in compliance with contractual requirements.
3.14.3 Inspection records shall identify the item, applicable requirements,

inspections performed, date of inspection and inspection results obtained
and the feedback of corrective action generated by the records.
3.14.4 Records shall be kept active for the minimum period specified in the law and
the contract and shall be readily available upon request.
3.14.5 Records shall be stored in an environment, which minimizes deterioration or

damage, and to prevent loss, with due regard to the type of record, i.e.
whether it is paper, microfiche or an electronic/magnetic or optical medium.
3.14.6 Where certification is called for by contractual or regulatory requirements,

records shall he kept in such a way as to allow timely certification.
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3.15 AUDITS
3.15.1 The Quality Control Manager shall establish, document and implement a
program of audits, which shall objectively evaluate the adequacy of the
functions, systems wd procedures w referenced by this Quality Management
Procedure.
3.15.2 The audit program shall define:

 The functions, systems and procedures to be audited
 Those personnel qualified to perform audits.
 Frequency and timing of audits.
 Method of reporting findings and recommendations.
 The means of having restive actions agreed upon and implemented.
3.15.3 Audits shall include an evaluation of:

 Activities, processes, work areas, items ad services being produced.
 Quality practices, systems procedures and instructions
 Certification, documentation, and records.
3.15.4 Audits shall be performed in accordance with documented audit procedures,

utilizing checklists derived from operating procedures.
Appropriately trained personnel who we not directly responsible for the area
being audited shall carry out 3.15.5 Audits
3.15.6 Management responsible for the area being audited shall review, agree and
correct deficiencies revealed in the documented audit results.
3.15.7 All actions taken to correct deficiencies shall be re-audited to verify

compliance with a close out report issued.
3.16 CORRECTIVE ACTION REQUESTS

3.16.1 Any member of staff, in the course of higher regular duty, is authorised to
identify and report actual or potential deficiencies, which could lead to errors
or failure to meet Project requirements. If significant, the deficiency can be
reported using the Corrective Action Request Form. This Corrective Action
Request Form shall be submitted to the Project Manager.
3.16.2 Statements shall be obtained &o. the responsible Project Manager, with
regard to appropriate elective action(s) to correct the deficiency and to
prevent a recurrence of the condition. These shall he incorporated on the
Corrective Action Requests form. The Quality Control Manager shall agree
the proposed corrective action.
3.16.3 The Quality Control Manager shall subsequently verify that actions taken to
prevent recurrence have been satisfactorily implemented. The Quality
Manager on the relevant Corrective Action Request form shall document the
satisfactory implementation.
1 Page 17 of 20
“TECHNICAL BID”
3.16.4 A copy of each completed Corrective Action Request form, including details
of corrective action taken, shall be forwarded by the Quality Control Manager
to the Executive Director for review and analysis and to the Technical
Manager for information.
3.16.5 When a specified and agreed corrective action is not auctioned in a timely
fashion, a copy of the outstanding corrective action request shall be
forwarded to the Project Director for resolution.
3.17 NON-CONFORMING PRODUCTS

3.17.1 Non-conforming products such as documents or services provided by
VANDREZZER or by its subcontractors or by ADDAX shall be prevented from
inadvertent use. Furthermore, identification of repetitive defects shall lead to
organizational reviews, thus forming a vehicle for VANDREZZER and staff
improvement of performance.
3.17.2 The procedure for non-conformance in engineering services identifies minor

and significant defects.
3.17.3 Any member of staff, in the course of his/her regular duty, is authorized and
required to identify and report defects to his/her immediate Supervisor.
3.17.4 For significant defects a Non-Conformance Report shall he prepared. The

Corrective Action Request form shall be used. Any member of staff may
prepare a Non-Conformance Report but, in normal circumstances, Project
related the Lead Engineers, Project Engineer, or the Project Manager would
prepare Non-Conformance Reports.
3.17.5 Resolution of the Non-Conformance may be achieved by either remedial

action or by concession. The proposed corrective action shall be described in
the Corrective Action Request form. The Project Manager is responsible for
identifying and documenting the proposed Corrective Action. The Technical
Manager shall assist in the resolution of technically related non-
conformances.
3.17.6 Approval authority for concessions is vested in the Project Manager and the
Technical Manager.
3.17.7 On completion of the Corrective Action Request form, including the Non-
Conformance Report, the Project Manager shall distribute the documents to
all relevant parties including the' Quality Control Manager and the Technical
Manager.
3.18 COMPLAINTS
3.18.1 All project related complaints shall be documented in a complaints system
established by the Project Manager at the commencement of the Project. He
shall involve the Technical Manager in their resolution and record the results
in the complaints system. Copies of the complaints shall be issued to the
Project Director.
1 Page 18 of 20
“TECHNICAL BID”
3.18.2 All non-project specific complaints shall be documented by the Technical
Manager in a similar complaints system and, when required, involve the
Project Director in their resolution. Copies of the complaints shall be issued
to the Project Director.
3.19 TRAINING AND QUALIFICATION

3.19.1 Because of the considerable responsibility placed upon individuals to ensure
quality, emphasis shall be placed on the recruitment of qualified personnel
and on their continued training.
3.19.2 All functions that require acquired skills and where quality could be adversely
affected by the lack of skills, shall be identified, categorized and documented.
3.19.3 VANDREZZER, through review, examination, or other means, shall verify

whether personnel carrying out such functions require training or additional
experience to make good any shortfall.
3.19.4 VANDREZZER shall monitor competence by such methods as:

• Review.
• Examination.
• Testing.
• Certification.
This shall be undertaken by in-house schemes or by recognised third party

organizations.
3.19.5 All records of competence shall be maintained and related to training needs.
4.0 ATTACHMENT
4.1 Inspection and Test Procedure
4.2 Hydro Testing Procedure
1 Page 19 of 20
“TECHNICAL BID”
CORRECTIVE ACTION REPORT
PROJECT: ACTIVITY:
CLIENT: ADDAX DATE:
CONTRACT NO.: REPORT NO.:
REF. DRAWINGS: RE. PROCEDURE:
REF. EQUIPMENT TYPE OF JOB:
DESCRIPTION:
AUDIT / INSPECTION REPORT

NO.:
NAME:
ADDRESS:
DOCUMENT REFERENCE:
NON-CONFORMANCE:
ATTACHMENTS: YES NO
QUALITY ASSURANCE SIGNATURE: DATE:

CORRECTIVE ACTION:
ATTACHMENTS: YES NO
SIGNATURE: TITLE: DATE:

CORRECTIVE ACTION VERIFIED:
ATTACHMENTS: YES NO
QUALITY ASSURANCE SIGNATURE DATE:

NOTES:
SIGNATURE:
Signed:___________________ Signed:
VANDREZZER QA/ QC ADDAX
___________________
DATE DATE
FORM QR - 013 (REV. 01) 07:01:06
QUALITY REPORT FORM Page 1 of 12

“TECHNICAL BID”
PAINTING INSPECTION REPORT

PROJECT: PHASE:
CLIENT: ADDAX DATE:
JOB NO.: SHEET OF
TIME:
RELATIVE HUMIDITY:
AMBIENT TEMPERATURE:
SURFACE PREPARATION:
ANCHOR PATTERN:
PRIMER:
TYPE COATING OR PAINT .
TYPE CURE:
HOLIDAY TEST:
MILL TEST:
PRIMER BATCH NO.:
ENAMEL BATCH NO.:
REMARKS .
MATERIAL CONSUMPTION
SAFETY OBSERVATION
Signed:___________________ Signed:______________
___________________ ______________
DATE DATE
FORM QR - 014 (REV. 01) 07:01:06

“TECHNICAL BID”
DAILY QA/ QC FABRICATION WELDING REPORT

PROJECT: PHASE:
CLIENT: ADDAX DATE:
JOB NO.: SHEET OF
DRAWING SHT. SPOOL WALL WELD WELDER VISUAL

DIA. REMARKS
NO. NO. NO. THK. NO. ID. ACC. REJ.
Signed:___________________ Signed:______________
___________________ ______________
DATE DATE
FORM QR - 025 (REV. 01) 07:01:06

“TECHNICAL BID”
NON-CONFORMANCE REPORT
PROJECT: ACTIVITY:
CLIENT: ADDAX DATE:
REF. DRAWINGS: RE. PROCEDURE:
REF. EQUIPMENT TYPE OF JOB:
NON-CONFORMING ITEM/OBSERVATION:
CORRECTIVE ACTION PROPOSALS:
ATTACHMENTS: INSPECTOR:
YES SIGN
NO DATE
APPROVAL: QA SUPERVISOR
SIGN
DATE
CORRECTIVE ACTION VERIFICATION
ATTACHMENTS: YES REPORT NO:

NO DATE:
INSPECTOR:
SIGN:
DATE:
QA SUPERVISOR
SIGN:
DATE:
DISTRIBUTION
VANDREZZER FUN
VANDREZZER FIELD FUN
SIGNATURE:
Signed:___________________ Signed:______________
___________________ ______________
DATE DATE
FORM QR – 027 (REV. 01) 07:01:06

“TECHNICAL BID”
QUERY REPORT
PROJECT: ACTIVITY:
CLIENT: ADDAX DATE:
REFERENCE DOC. / DWGS. ATTACHED:

PROPOSALS:

PROPOSER'S SIGNATURE:
APPROVED SOLUTION:

COMPLETION DATE:
APPROVAL: DATE: APPROVAL: DATE:
FOR: FUN FOR: VANDREZZER DISTRIBUTION:

NAME: NAME: Original - VANDREZZER QA
ST
TITLE : TITLE : 1 copy - FUN
nd
SIGN: SIGN: 2 copy - VANDREZZER QA
rd VANDREZZER
DATE : DATE : 3 copy -
Field
th
4 copy - FUN
SIGNATURE:
Signed:___________________ Signed:______________
___________________ ______________
DATE DATE
FORM QR - 028 (REV. 01) 07:01:06

“TECHNICAL BID”
RADIOGRAPHIC INSPECTION REPORT
PROJECT : ACCEPTANCE CODE : DATE :
CLIENT: ADDAX RADIOGRAPHIC TECHNIC : REPORT No. :
PHASE : SDF : SHEET
SECTION : DENSITY : NDT REQUEST No.:
LOCATION : SENSITIVITY : JOB No.:
FILM STORAGE BOX No.:
DRAWING PIPE DEFECT
WELD WELDERS WPS X- GAMMA EVALUATION
OR LINE SIZE PIPE THICKNESS DEFECT(S) LOCATION REMARKS
NUMBER NUMBERS No. RAY RAY
NUMBER (DIA.)
FROM TO ACC. REJ.
SIGNATURE:
SIGN: SIGN:
(FOR VANDREZZER ) (FOR ADDAX)
DATE :
DATE :
FORM QR - 019 (REV. 01) 07:01:06

“TECHNICAL BID”
MATERIAL UTILISATION SHEET
Contract No: DATE:
CLIENT: ADDAX
Service Order:
S/No
Description Unit Quantity
.
VANDREZZER ADDAX
Prepared for by: Verified/Agreed for by:
NAME: NAME:
SIGNATURE: SIGNATURE:
TITLE: TITLE:
DATE: DATE:
FORM PCR- 02 (REV. 01) 05:01:04

“TECHNICAL BID”
MATERIAL RECEIVING REPORT (MRR)
PURCHASE ORDER No.: DATE OF ORDER:
VENDOR: DATE MATERIALS RECEIVED:
DELIVERY No.: DATE MATERIALS DELIVERED:
PARTIAL DELIVERY: COMPLETE DELIVERY:
YES NO YES NO
QC INSPECTOR’S
S/NO. MATERIAL DESCRIPTION QUANTITY
INITIALS
ORDERED RECEIVED
VANDREZZER ADDAX
Received by: Verified/Agreed for by:
NAME: NAME:
SIGNATURE: SIGNATURE:
TITLE: TITLE:
DATE: DATE:
FORM PCR- 02 (REV. 01) 05:01:04

“TECHNICAL BID”
DIMENSIONAL CONTROL REPORT (DCR)

PHASE:
CLIENT: ADDAX REPORT No.:
JOB No.: DATE:
TIME: SHEET OF
STRUCTURE:
PIECE MARK No.:
DRAWING No.:
BEFORE WELDING AFTER WELDING
REMARKS .
THE THEORETICAL: (T)
THE ACTUAL: (A)
DIMENSIONS SHOWN IN THE ATTACHED SKETCH ARE TO BE WITHIN
TOLERANCE AS REQUIRED IN FUN SPECIFICATION
OTHER COMMENTS
VANDREZZER QA/ QC ADDAX REPRESENTATIVE

NAME: NAME:
SIGNED: SIGNED:
DATE: DATE:
FORM QR - 022 (REV. 01) 07:01:06

“TECHNICAL BID”
QUALITY ORGANIZATION CHART
PROJECT
QUALITY
COORDINATOR
QA/QC MATERIALS
SUPERVISOR INSPECTOR
QC QC QC
INSPECTOR INSPECTOR INSPECTOR
MECHANICAL INSTRUMENTATION ELECTRICAL

“TECHNICAL BID”
WELD SUMMARY SHEET

VANDREZZER WELDER FUN REPAIR
NAME WELDS REPAIRS
ID NO. ID NO. ID NO. RATE %
SUMMARY OF WELDS
Signed:___________________ ___________________
VANDREZZER QA/ QC DATE
FORM QR - 026 (REV. 01) 07:01:06

“TECHNICAL BID”
DAILY PAINT INSPECTION REPORT (DPIR)
PROJECT TITLE : VANDREZZER JOB No. :
CONTRACT No.: DPIR # :
CLIENT: ADDAX DATE :
CLIMATIC CONDITION IN WORK AREA CONDITION OF STEEL PRIOR TO BLASTING
TIME HRS HRS HRS HRS HRS HEAVY MILL SCALE

AMBIENT
TEMP °C
LIGHT MILL SCALE
WET BULB RUSTING MILL SCALE
REL. HUM. PITTED
SURFACE TEMP
°C
OTHERS
DEW POINT TYPE OF ABRASIVE :
NOZZLE PRESSURE : GRADE : TYPE :
ITEM SURFACE CLEANLINESS ITEM BLASTED AND / OR COATED

1
2
3
4
5
MATERIAL USED (PAINT TYPE AND BATCH NUMBER)
COATING QUANTITY
SEQUENCE
COATING TYPE BATCH NUMBER
(LTR)
1 PRIMER COAT :
2 INTERMEDIATE COAT :
3 TOP COAT :
INSPECTION REPORT FOR ITEMS LISTED ABOVE
BLASTED PROFILE WET FILM THICKNESS DRY FILM THICKNESS

ITEM
REQUIRED ACTUAL REQUIRED ACTUAL REQUIRED ACTUAL
1
2
3
4
5
VANDREZZER QC PERSONNEL ADDAX REPRESENTATIVE

NAME: NAME:
TITLE : TITLE :
SIGN: SIGN:
DATE : DATE :
FORM QR - 010 (REV. 01) 07:01:06

APPROVED NATIONAL
CONSULTANTS
REGISTRATION
S C H E M E
QUALITEXT CONSULTING & ASSOCIATES LTD Q
QCAL /Nationwide/2008/01
1ST October, 2008
The Chief Executive Officer (CEO)/ Managing Director

Vandrezzer Energy Services Limited
Plot 34, Chief Nwoke Street,
Opposite Weatherford/Negris
Trans-Amadi Ind. Layout,
Port Harcourt,
Rivers State,
Nigeria.
Dear Sir,
IMPLEMENTATION AND CERTIFICATION OF ISO 9001 & 14001 IN VANDREZZER

ENERGY SERVICES LIMITED
Following our review of your company’s Quality Management System and Environmental
Management System, in June 2008, we have scheduled the final inspection and possible
conclusion of the system assessments with a view of issuing the appropriate Certificates
to your Company by May 2009.
Please ensure that all punch list items are fully compliant before the due date which shall
be communicated to you by early March 2009.
We shall be pleased to see you to jointly conclude action on the project.
Thank you
Signed
Tunji Timothy
Managing Partner
QUALITEXT CONSULTING & ASSOCIATES LTD: 223, IKORODU ROAD, ILUPEJU INDUSTRIAL ESTATE, ILUPEJU
e-mail: [email protected].

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Corporate Head Office: Operations & Fabrication Yard:

Plot 5 Rahman Adeboyejo Street, Vandrezzer Industrial Base (VIB),

FORM O-QUALITY ASSURANCE

1.1. THE POLICY

2.1. HEAD OFFICE ORGANISATION

4.1. DESIDN INPUT

7.1. DURING WORK IMPLANTATION

9. MEASURING AND TESTING EQUIPMENT

9.1. MEASURING AND TESTING

10. CONTROL OF CONSTRUCTION PROCESS

11. QUALITY RECORDS

13. CORRECTIVE ACTION

13.1. CORRECTION ACTION

14.1. MANAGERMENT REVIEW

1.1. THE POLICY

1.2. QUALITY ASSURANCE PROGRAM

1.3. QUALITY ASSURANCE DOCUMENTATIONS STRUCTURE

1.4 GLOSSARY OF TREMS AND DEFINITIONS

1.5. CONTROL OF QUALITY ASSURANCE MANUAL

Corporate QA/QC Manual Page 4 of 60

1.1 THE POLICY

The objective of the Management of VANDREZZER is to provide these services in a

It is recognized that the achievement of a satisfactory standard of Quality is the

Therefore, it is mandatory for all VANDREZZER personnel to adhere strictly to the

Corporate QA/QC Manual Page 5 of 60

1.3 QUALITY ASSURANCE DOCUMENTATION STRUCTURE

The Quality Assurance documentation is structured as shown here below:

Level 1 QUALITY ASSURANCE MANUAL

Corporate QA/QC Manual Page 6 of 60

Q.A DOCUMENTATION STRUCTURE

Corporate QA/QC Manual Page 7 of 60

Corporate QA/QC Manual Page 8 of 60

1.5 CONTROL OF QUALITY ASSURANCE MANUAL

Corporate QA/QC Manual Page 9 of 60

Corporate QA/QC Manual Page 10 of 60

2.1. HEAD OFFICE ORGANISATION

2.2. PROJECT ORGANISATION

2.2.1. PROJECT MANAGER

2.2.2. PROJECT ENGINEERING MANAGER

2.2.3. PROJECT QUALITY ASSURANCE MANAGER (ENGINEER)

2.2.4. PLANNING AND COST CONTROL MANAGER

2.2.5. PROCUREMENT AND MATERIAL COORDINATOR

2.2.6. PROJECT ADMINISTRATION AND FINANCIAL MANAGER

2.2.7. CONSTRUCTION MANAGER

2.2.8. SUPERVISOR FOR SUBCONTRACTOR WORKS

2.2.9. SAFETY OFFICER

Corporate QA/QC Manual Page 11 of 60

2.1 HEAD OFFICE ORGANISATION

Corporate QA/QC Manual Page 12 of 60

Corporate QA/QC Manual Page 13 of 60

Corporate QA/QC Manual Page 14 of 60

2.2.1 Project Manager

• Compliance with, and fulfillment of, the project contractual obligations.

2.2.2 Project Engineering Manager

The Project Engineering Manager is responsible for:

2.2.3. Project Quality Assurance Manager (Engineer)

2.2.4. Planning and Cost Manager

2.2.5. Procurement and Material Coordinator

In particular he shall ensure the activities for: